Shipping Management

Οι ναυτιλιακές επιχειρήσεις, ιδιαίτερα όσες δραστηριοποιούνται στις παγκόσμιες ναυλαγορές, αποτελούν ένα συναρπαστικό αντικείμενο μελέτης. Είναι πολύπλοκοι οργανισμοί, που καλούνται να λειτουργήσουν σε ένα σύνθετο και δυναμικό επιχειρηματικό περιβάλλον, το οποίο δεν έχει γεωγραφικά όρια. Οι ιδιαιτερότητες αυτού του περιβάλλοντος προσανατολίζουν τις επιχειρήσεις σε επιλογές που συμβάλλουν στην ενίσχυση της ανταγωνιστικότητάς τους, όπως η διαφοροποίηση του τόπου λειτουργίας πλοίων και γραφείων, αλλά και του θεσμικού πλαισίου τους, και η απασχόληση σε αυτές πολυπολιτισμικού ανθρώπινου δυναμικού. Όλοι αυτοί οι παράγοντες οδηγούν, αναπόφευκτα, σε προσαρμογές όσον αφορά την οργάνωση και τη διοίκηση των επιχειρήσεων, προκειμένου να αναζητηθούν λύσεις για τη βελτίωση της αποτελεσματικότητας και της αποδοτικότητάς τους.
Στην παρούσα μελέτη εξετάζεται η ναυτιλιακή επιχείρηση σε συνάρτηση με το περιβάλλον στο οποίο κινείται, αναλύονται οι λειτουργίες της, η οργάνωσή της και οι παράγοντες που την προσδιορίζουν, καθώς και η τμηματοποίησή της, ενώ αναπτύσσονται θέματα σχετικά με το ανθρώπινο δυναμικό της, τη διοίκηση ασφάλειας, την εξωτερίκευση λειτουργιών και την Εταιρική Κοινωνική Ευθύνη. Το θεωρητικό πλαίσιο συμπληρώνεται με μελέτες περιπτώσεων και αναφορές σε επιτυχημένες πρακτικές ναυτιλιακών επιχειρήσεων από την Ελλάδα και το εξωτερικό. Ιδιαίτερη έμφαση δίνεται στις επιχειρήσεις της χύδην φορτηγού ναυτιλίας, γιατί όχι μόνο αποτελούν την αγορά με τη μεγαλύτερη πολυμορφία και τις περισσότερες ιδιαιτερότητες, αλλά, επιπλέον, σε αυτήν δραστηριοποιούνται με απόλυτη επιτυχία οι περισσότερες ελληνόκτητες επιχειρήσεις.

This is an earlier and substantially lengthier version of the European Commission’s Green Paper on Ports and Maritime Infrastructure, which I had prepared as a member of Commissioner Neil Kinnock’s wise men group.

The Green Paper has often been described as the most influential port policy document ever produced by the EC. The current version does not in any way commit the European Commission and interested readers are advised to refer to the final version of the Green Paper as published by the EC.

The present work requires careful and persistent reading so that the reader bypasses the necessary bureaucratic 'superficiality' and identifies my core arguments which, I am happy to say, have not changed to the slightest in the 15 years since its publication. Many of these arguments had been described as ‘politically dangerous’ and, consequently, did not find their way into the Green Paper. I quote one of them in p.7 (emphasis added):

…The Commission’s White Paper on the future development of the common transport policy  laid down a new vision for transport policy, following the principle of sustainable mobility; i.e. a strategy that acknowledges the need for a more balanced transport system that would fulfil its economic and social role while, at the same time, containing its effects on the environment. The overall objective of such an approach, as clearly described by the European Parliament , is to …promote sustainable, efficient transport systems which meet the economic, social, environmental and safety needs of European citizens; help reduce regional disparities; and enable European business to compete effectively in world markets… Again, the ‘challenge’ is apparent: a more balanced  pan-European transport system with the above objectives is in stark contrast with hub-porting; concentration of traffic to selected ports; longer distances; and consequent transport externalities. It is thus increasingly felt that the European Commission needs to depart from its all-pleasing ‘statements’ and make hard-nosed decisions in order to effectuate its cohesion and regional development objectives which are the overarching ones…(unquote).

A closing note of caution on my use of the word 'superficiality': With remarkable consistency, European institutions involved in the maritime sector have been focusing all along on issues such as safety and environmental protection; issues which, among others, have allowed the proliferation of various monopolies in the port sector. I believe this has not happened accidentally. I believe instead that the focus on the ‘secondary’ has obscured and diverted attention from the ‘primary’, which comprises the ‘politically sensitive’ issues of port pricing; infrastructure financing; state aids; transparency of port accounts; and, finally, a European ‘port governance’ model.

Since its appearance in 2003, the what has come to be known as “The Erasmus Report” has been making headlines throughout the world. This, mainly due to its finding that “liner shipping conferences have a stabilizing effect on freight rates and are thus a low cost ‘necessary evil’ for trade promotion and for the survival from destructive competition of this most crucial of industries”.

Unfortunately, this result was not to the liking of DG COMP who, as it became clear, had already made its decision to do away with conferences, expecting the Erasmus Report to just rubber stamp its decision. Ten years later (2012) the Report continues to prove how right it was. European shippers now vehemently complain about rate volatility and this is just music to my ears.

Creating a CSR strategy and preparing a sustainability report has become more and more popular among a wide range of branches including the blue economy. The aim of the paper is to identify joint maritime industry initiatives promoting socially responsible shipping companies and to point out areas of interest for Corporate
Social Responsibility raised by shipowners. The research question was asked about the identification of possible ways of understanding and implementing sustainable ideas in shipping companies operating in container market. In order to answer that question the multi-case study of container shipowners was prepared.
Significant disparities in the approach to CSR are evident. They depend on the specificity of the company, primarily on the size of tonnage at disposal and market presence strategies. Leading shipping companies in the field of CSR are shipowners with significant market shares. They refer to CSR standards, participate in sustainable shipping initiatives, create coherent strategies that skilfully combine environmental, social and business goals.

During the last decade, new technologies have pushed organizations to innovate their business models. In particular, Industry 4.0 and the Internet of things (IoT) have called for their own business models, in order for them to live up to their potential as sources of value and revenues. Seaports have not been alien to this trend. As key nodes in the global supply chain and logistic networks, some of them have evolved towards a new value-generating and community-focused model, categorized as the fifth generation (5G) port. This research paper explores what impact does IoT technology will likely have in the evolution of seaports business models, as well as the role that institutional initiatives play in such evolution. To do so, a case-study is presented about the Port of Barcelona, and the strategic policies that it has adopted in the context of the Belt and Road Initiative developed by the Chinese government. The case shows, though not conclusively, a relationship between IoT technology and the adoption of a 5G business model.

Shipping is a risky business by its very nature that runs within a complex and ever changing market set up having variables in both income and expenditure. Ship management is a highly competitive and a cost-conscious arena of which one of the most prominent objectives is the cost optimization. The aim of this study is to conduct a research on the cost optimization in the ship management, to define the dominant factors that seriously affect the cost and to propose solutions which reduce the cost. Primary intention is to make an investigation on the factors which affects the costs in the ship management and to evaluate the effects of these factors on the costs. Then the fuzzy logic method is applied to find dominant factor(s) which are controllable and could seriously reduce the cost. The findings on the dominant factors are used to produce proposals to optimize the ship management costs for the shipping companies. This study not only helps to understand the dominant cost factors in the industry, but also provides essential data for the organizational changes which ensure the cost reduction in the ship management.

Το άρθρο αυτό εξετάζει τους λόγους για τους οποίους οι ναυτιλιακές επιχειρήσεις αναπτύσσουν και πιστοποιούν Συστήματα Περιβαλλοντικής Διαχείρισης (ΣΠΔ), καθώς και τα οφέλη που προκύπτουν από αυτά. Η ανάλυση βασίζεται στα αποτελέσματα έρευνας πεδίου που πραγματοποιήθηκε σε Ελληνόκτητες ναυτιλιακές επιχειρήσεις  που είχαν πιστοποιηθεί με το πρότυπο ISO 14001. Στο άρθρο εξετάζονται η σχεδίαση, η υλοποίηση και η πιστοποίηση των Συστημάτων Περιβαλλοντικής Διοίκησης (ΣΠΔ) των επιχειρήσεων, τα κίνητρα για την ανάπτυξη των ΣΠΔ  και οι αντιλήψεις τους αναφορικά με την επίδραση που αυτά έχουν στη λειτουργία τους. Στην επόμενη ενότητα γίνεται η βιβλιογραφική επισκόπηση του θέματος και πτυχών του που συνδέονται με το πρότυπο ISO 14001.  Στο τρίτο μέρος του άρθρου παρουσιάζεται η μεθοδολογία της έρευνας, ενώ στο τέταρτο μέρος παρουσιάζονται και σχολιάζονται τα αποτελέσματα της έρευνας. Τέλος, στο πέμπτο μέρος παρουσιάζονται τα συμπεράσματα της ανάλυσης.

The article compares innovative practices in two leading shipping nations, Greece and Norway. We also propose a framework for the understanding of innovation in shipping. Innovation in Greek and Norwegian shipping is analysed through developments at three levels. The macro level is the international context. The national context creates the meso level, defining resources available to the firms and the conditions for their operation. The micro level refers to the internal environment of the firms, the source of their strengths and weaknesses. For Greece, a strategy of market penetration and low cost leadership led to innovations exploiting their intangible assets. For Norway, the restrictive conditions prevailing at the meso level, promoted product innovation; the introduction of new ship types with advanced technological characteristics. In time, however, the two paths of innovation converged, following changes in the institutional framework.

Contents:
1. Meeting Timeline
2. BOS (Business and Operational Strategy): OUTLOOK & RESULTS, OPERATING RESULTS, and OPERATING PLAN,
AGREEMENT OF UNDERSTANDING FOR TAKEOVER OF DERMAGA PURI SDN BHD (DPSB)
3. Debt Payment Follow-Up Sheet
4. ADAMS COBUSPRO – Company Business Profiling
5. SEMBILAN MARINE AND OFFSHORE Company Profile
6. NORASIAH Traders Unlimited Company Profile
7. Fishing Vessels Malaysia Verification and Consultancy Services Company Profile
8. BHLV Operating and Function Chart
9. PBHH Co Profile
10. GM-MANAGERS MEETING@Q4/2011- MANAGEMENT AND OPERATIONAL SUMMARY
11. Presentation-GM Summary :Q1/Q2/Q3/Q4 Management Meeting
12. Quarterly OPERATING PERFROMANCE AND RESULT
13. Fee Estimates for Preparing Naval Training Ship Technical Manual
14. A STRATEGIC BUSINESS ALLIANCE MOU IN SHIPDESIGN_NUH and DWC
15. FBI Shipyard: START UP, OPERATION AND DEVELOPMENT MASTER PLAN 2015
16. FBI Shipyard : Management Development Team Organization and Budget
17. Ship Ownership Charterer Principal Agreement
18. ALFARUQ REDSEA TRADERS (M) SDN BHD _ A SUMMARY OF PROPOSAL FOR NEW COMPANY BUSSINESS STRATEGY PLAN
19. Manage Group Project Tasks
20. CONSULTING Fee Basis
21. CMO_Fee Basis
22. Livestock Vessel Business Summary
23. CALIFA7SEAS_Cash Flow 1 Year, 4 Yrs and Start-up Expenses
24. BHLV Management and Operational Plan + Budget
25. BHLV Proposed Title, Salary Budget and Allowance
26. BHLV_Manage Tasks, Planning and Scheduling
27. BHLV_Capital+Ops Cost
28. Analysis of CMO Business Take Over Proposal
29. LIVESTOCK Business Principle, Concept and Strategy
30. EXECUTIVE SUMMARY- LIVESTOCK VESSEL BUSINESS POTENTIAL
31. PROPOSED WORKSCOPES AND FEES FOR PROVISION OFCONSULATNCY SERVICES CERTIFICATION OF SOLAS TYPE APPROVED LIFEJACKET FOR ADULT AND CHILDREN
32. Ship Chartering Monitoring and Control Tool- Classification of Works, Responsibilities and Cost Factors
33. Business and Marketing Monitoring Master Plan
34. Marketing Visiting Plan
35. MONTHLY OPERATING REPORT
36. Annual Operating Plan
37. Registration& Handling of Complaint and Query
38. EMPLOYEE PERFORMANCE EVALUATION
39. (VRI) VESSEL REGISTER INFO
40. INTERNAL MEMO_ADMINISTRATIVE AND GENERAL WORKS INSTRUCTION
41. Personnel Weekly Dashboard
42. CLEAR TABLES! PERSONNEL WORKS COMPLETION DECLARATION, HANDING OVER NOTE AND RESUME DUTIES
43. Business Marketing Summary
44. Organization Business Structures
45. Customer Relation Management (CRM) : CUSTOMER RELATIONS DAY- RECORD OF COMPLAINT/QUERY/SUGGESTION and ANALYSIS AND CLOSING OF COMPLAINT Utilizing Fish-Bone Diagram
46. Exhibition concept – “CHANGE”
47. Newsletter concept- “MYXXX Today
48. SHIPOWNERS WITH GOOD PAYMASTER
49. Manage On Line Monitoring(Osmosys) Users Feedback

Jasa keagenan kapal laut ptsbn (ship agent Indonesia) WA: +62 813-8333-2284 memberikan pelayanan yang profesional kepada seluruh calon atau pengguna jasa keagenan kapal laut baik lokal maupun keagenan kapal asing untuk jenis kapal pengangkut kontainer maupun kapal kargo di Jakarta dan Surabaya. Sebelum masuk pada bagian penawaran jasa keagenan kapal laut ptsbn ada baiknya sedikit kami jelaskan untuk yang belum mengetahui apa itu jasa keagenan kapal ?. Agen pelayaran adalah sebuah perusahaan yang bergerak dalam bidang kegiatan dalam aktifitas kapal laut atau juga merupakan perusahaan bidang jasa perkapalan. Pada prinsipnya jasa keagenan kapal bekerja bila suatu kapal berlabuh di pelabuhan maka dapat dipastikan kapal akan membutuhkan pelayanan. Kapal asing maupun lokal pastinya akan memiliki keperluan yang semuanya harus dipenuhi untuk melanjutkan lagi rute pelayaran kemudian. Untuk dapat melayani berbagai macam keperluan dari perusahaan kapal yang berlabuh tersebut, perusahaan pelayaran akan menunjuk keagenan kapal yang bisa saja sebagai general agent, sub

The multi-function PowerhouseTug & Barge (PTB) system is a novel design that utilizes electric propulsion in the barge and a tugboat with a set of generators as a power pack. This concept has two basic differences with traditional ATB (Articulated Tug & Barge) system. First, though the barge will have electrical propulsion gear onboard, the propulsion power will come from the tug, acting as a powerhouse. Secondly, the PowerhouseTug will be connected at the bow of the barge rather than at the stern and will be pushed by the barge when propelling. The control will be onboard the PowerhouseTug.

This concept will have propulsion and operational advantage of a ship compounded with commercial advantage of a tug & barge system. The greatest advantage of this concept is that the tug can be designed to serve as a traditional tow boat, pusher in ATB configuration, as well as a PowerhouseTug in PTB configuration, serving all kinds of barges and vessels while the barge can be designed for highest propulsive effi-ciency with ship shape stern.

This book presents a new look at the leadership of Greek shipowners in world shipping in the second half of the twentieth century. The authors examine the fundamental factors of the dynamism of Greek entrepreneurship in family businesses and provides evidence for the organization, management and strategies of Greek family shipping companies.

In this chapter, the analysis centres on the organization and management of dry bulk shipping companies. Organizing is defined as the management function that deals with the assignment of tasks, the grouping of activities into departments, and the allocation of resources to the departments, while management refers to the attainment of organizational goals in an effective and efficient manner through the functions of planning, leading, and controlling (Daft, 2010). The need for a separate examination of the organizational and management approaches adopted by dry bulk shipping companies has to do with the characteristics of the environment in which they operate. As a rule, these are companies which are active in the world shipping market, derive their factors of production on a world-wide basis, and provide their services all over the world. In parallel, they are not subject to geographical limitations either as to the basic factors of production (capital-labour-institutional framework of operation of ships and offices), or as to the offer of their services.

Abstract
Payra Sea Port is the 3rd sea port in Bangladesh which has been established with a vision to enhance international maritime trade of the country. Being a developing country Bangladesh has a great potentiality to boom its economy by faciliting international trade and commerce. It is worth to mention that international maritime trade and commerce of a country mainly depends on locational advantage and operational capability of its sea ports. Moreover, the capability and capacity of a port depends on how the port is develop with proper strategic planning. In this paper, strategic analysis have been conducted for the development of Payra Sea Port
This study is a qualitative research and both primary and secondary data have been used to prepared this paper that have collected from different publications, journals, articles, related books, newspapers and annual report of related organization. Non-probability sampling procedure have been applied to select the respondent for interviews in open discussion format. Collected data have been analysed by different strategic tools like PEST analysis, SWOT analysis etc. to find out the challenges and to formulate the strategies for the development of Payra Sea Port.
It has found that drought limitation, capital and maintenance dredging, political instability, hinterland connectivity, large capital investment, private participation and industrial diversification are the major challenges for the development of Payra Sea Port. It has also found a prospect of becoming a deep-sea port by proper strategic planning. Having some major internal strength like wide channel, river connectivity, 11 km long bank jetty and land availability at Payra Sea Port area could be the potential power over the external treats.
In this paper, distinct management entity has been recommended to reduce the political influences and to create an internal competitive environment that could help to the development of Payra Sea Port. This paper has also formulated 4 basic strategic factors in the field of operational, functional, management and corporate level. To get the competitive benefits it need to increase the private participation so that the port could strategically develop with the concept of landlord model.
Key words: Strategy, Port Development, key Factor, Port Management

تعرف وظيفة تسويق خدمات الميناء على أنها وظيفة إدارية تنظم وترشد الأنشطة التي تم تقييمها لتلبية حاجات مستخدم الميناء ، وتحويل هذا المستخدم إلى قوة شرائية بطلب فعال لخدمة محددة ، هذا ويتم التأكيد على تحريك الخدمة إلى المستخدم النهائي بطريقة أو بأخرى بغض النظر عن الربح أو الأهداف العامة للميناء .
    ويركز التعريف السابق على ثلاثة محاور أساسية وهى :
أولا: أن التسويق وظيفة إدارية من أحد وظائف الميناء والتي تتكامل في إطار الأنشطة الأخرى به.
ثانيا : أن الميناء يركز على حقيقة أساسية وهو رضاء حاجات مستخدمي الميناء كنقطة بداية لأي نشاط في الميناء .
ثالثا: أن يتعهد الميناء بتقديم ناجح لخدماته إلى المستخدم بطريقة تشبع احتياجاته كمثال الدور الذي يلعبه الميناء في النقل المتعدد الوسائط ( من الباب إلى الباب).
    ويتضح أيضا من هذا التعريف بان التسويق يغطى عدد من الأنشطة نذكرها فيما يلي :
معرفة مستخدمي الميناء وحاجاتهم داخل تسهيلاته المتعددة ومحاولة إرضاء حاجاتهم .
كيفية إنتاج وتسليم الخدمات إلى المستخدم بشكل مرضى .
تحديد الأسعار بشكل مناسب وبمرونة كافية لإرضاء المستخدم بما يحقق أهداف الميناء .
خدمة ما بعد بيع الخدمة بمعنى تصحيح أي أخطاء قد تظهر أثناء تقديم الخدمة .
لقاء المستخدمين وخاصة المميزون منهم باجتماعات دورية لبحث مستجدات السوق .
        هذا وتعتبر الموانئ صناعة خدمية وبمعنى أخر فان خدمة الميناء منتج غير ملموس ولا ينتج عنه امتلاك المستهلك للمنتج نفسه، الأمر الذي يختلف في المنتجات الملموسة (كالتلفزيونات – فيديو - .. الخ)،  فعند شراء المستهلك هذا المنتج فأنه ينتج عنه ملكية لهذا المنتج، كما أن هناك عدد من النقاط الهامة التي يجب أخذها في الاعتبار عند التفكير بتسويق الخدمات والتي تعتبر مختلفة تماما عن تسويق المنتجات .
    وبما أن خدمات الميناء غير ملموسة فأن ، المستخدمين سواء ( شاحنين أو ملاك السفن ) يقومون بتجربة هذه الخدمة حتى يتعرفوا عليها تمام، وعليه فأن تسويق الخدمات اعقد بكثير من تسويق المنتجات ، حيث أن المنتجات يمكن التعرف عليها بشكل سهل مثل البضائع الملموسة والمنظمة بشكل كبير حيث يضمن هذا المنتج من قاموا بتصنيعه والبيئة الإنتاجية له، ولكن الخدمة كالميناء فان تجربتها تعمل كمروج لها ، وعادة ما يبحث مستخدمي خدمة الميناء عن دليل لنوعية الخدمة من مكان استهلاكها في الميناء نفسه ويتم السؤال أيضا عن الأسعار .
    وتعتبر خدمات الميناء نموذجية ، حيث يتم استعمالها وتقييمها في نفس الوقت، بمعنى آخر فأن مستخدم خدمة الميناء كالشاحن مثلا يقوم بحجز فراغ لبضائعه على سفينة ما وعند انتهاء الرحله ويتسلم بضاعته بالميناء ويقوم الميناء بإنجاز مهام أخرى ، وهنا الشاحن لا يترك الميناء بدون استهلاك الخدمة حتى نهاية هدفه، وهنا نرى أن كلا من الميناء والمستخدم يتفاعلان خلال عمليات الميناء وإنتاج الخدمة فهي ليست مجرد مرئية فقط لمستخدم الخدمة، حيث أنه غالبا يتم إشراك المستخدم بحضوره عند إنتاج الخدمة نفسها ، وعليه فأن التفاعل بين المستخدم ومقدم الخدمة أمر حيوي وهام لنجاح عملية النقل بأكملها، وحيث أن كلا من الطرفين عاملا مؤثرا في نتيجة الخدمة بالسلب أو الإيجاب من خلال سلوكهم.
    يواجه تسويق خدمات الميناء مشكلة رئيسية وهى التأكد من أن خدمة الميناء يتم تقديمها في أسلوب متسق مع الخطط الموضوعة ، وأيضا هناك صعوبة في تحديد ناتج من تقديم الخدمة يمكن قياسه ، ومع أن هناك أنظمة قياسية مثل عدد الأرصفة ، والأوناش وعدد الموظفين المستخدمين لكن هناك متغيرات عديدة أخرى لتقديم خدمة جيدة بالميناء وهناك صعوبة في قياسها ،حيث أنه قد يختلف الرصيف أو الونش نفسه عن مثيله في تقديم الخدمة بشكل أقل أو أعلى ، ولكن تحسب كلها في النهاية كوحدة خدمة واحدة ، على أية حال فان توقعات المستخدمين للخدمة المقدمة بحيث يتم تقديمها في شكل متناسق قد تكون أحد المقاييس ، وتكون هذه التوقعات مشكلة عند تصميم الخدمة نفسها خاصة عند الإعلان وتحديد السعر ، وعليه فانه يتم توقع لنتيجة الخدمة ككل وعلى أساسها يتم تعديل الأداء (Cowell, D.1991) .
    كما أنه تتعرض خدمات الميناء للتلف والأعطال ، وبمعنى آخر فان خدمات الميناء لا يمكن تخزينها ، ولتلافي الأخطاء في تقديم الخدمة الجيدة فالتفتيش أمر ضروري قبل تقديم الخدمة إلى المستخدم فإذا ما ظهر خطأ أثناء التفتيش فيمكن تصحيحه في إيجاد البديل (على سبيل المثال أحد الأوناش قبل بدء الشحن يتم التفتيش عليه وإذا ظهر به أي عيوب يتم استبداله فورا أو اتخاذ إجراءات صيانة سريعة) ،  وعليه فأن أى خطأ فى الخدمة المقدمة يخرب العملية الإنتاجية للخدمة وتواجد البديل الكامل دائما احتمالاته ضعيفة ، وتظهر أيضا هنا مشكلة في الميناء عامة وهى تقلب مستويات الطلب على الميناء بحيث يمكن القول بأنها طلبات موسمية لها أوقات الذروة وأوقات الانخفاض ، وعليه فأن هيئات الموانئ يجب عليها وضع خطط لمجابهة مشاكل أوقات الذروة وذلك من خلال توافر البدائل في هذه الأوقات .
    والخلاف على الملكية بين صناعة المنتجات وصناعة الخدمات كما شرحنا سابقا يجب إن تؤخذ في الاعتبار عند التسويق لخدمات الميناء وذلك لأنه عندما يشترى المشترى السلعة فانه يمتلك المنتج نفسه أما في خدمات الميناء فان المشترى يدفع ليستعمل الخدمة فقط ، وهذا الاستعمال يحب أن يرضى رغباتهم في الطلب على أشياء أخرى كالبضائع حيث أن الطلب على الميناء مشتق من الطلب على البضائع ويجب أن يكون هذا المفهوم واضح في الأذهان عند تسويق الميناء.

Vessels and other shipping assets are volatile in pricing; while the value of most assets depreciates over their useful life, the value (and price) of shipping of assets can improve over time, depending primarily on freight rates and the overall state of the market. Vessels can be valued based on the market comparable approach ('last done'), income approach and replacement cost methodology. There also have been 'variations on theme'. Basil Karatzas of Karatzas Marine Advisors outlines vessel valuation methodology in classic article in the Tanker Operator.

This article presents results from the first statistically significant study of cost escalation in transportation infrastructure projects. Based on a sample of 258 transportation infrastructure projects worth US$90 billion and representing different project types, geographical regions, and historical periods, it is found with overwhelming statistical significance that the cost estimates used to decide whether such projects should be built are highly and systematically misleading. Underestimation cannot be explained by error and is best explained by strategic misrepresentation, that is, lying. The policy implications are clear: legislators, administrators, investors, media representatives, and members of the public who value honest numbers should not trust cost estimates and cost-benefit analyses produced by project promoters and their analysts.

The international shipping industry, and especially the bulk sector, has experienced the effects of numerous changes during the last three decades. It is not an exaggeration to state that one of the very few things that remained stable all these years is the leading position of Greek-owned fleet.  Greeks own almost 17% of the world tonnage and rank at the top of the world maritime hierarchy. This chapter aims at examining the factors that have contributed to this success focusing on the internal environment of the companies by analyzing their resources and capabilities as well as their structural characteristics which created the conditions for their internal integration and the creation of a sustainable competitive advantage.

The aim of the paper is to propose a risk management strategies to hedge and use the arbitrage opportunity embedded in the Case Study, A Triptych in International Finance: Shipping Investment, following the same approach developed in the MGM103 subject.  Whereas the investor (INV), the industrial group (IG) and the bank (BK) should draw up an agreement to buy five 50.000 dwt Handymax bulk carrier, with a total cost of US$100 Million, looking for supply the demand of a long-time cargo contract of primary commodities.

Consistent with the risk management analysis, the paper formulates a point of view about the link between the derivate market and the Special Propose Company corporate critical success factors (CSF).  Describing the core business objectives, the strategic map and the performance measures and targets, to create the balance score card of the SPC, identifying the key performance indicators (KPIs) that will allow an efficient monitoring of the project.

The paper was structured identifying the hedging strategies from the three perspectives involved in section 2.  Making a description in order of importance, justifying the best coverage scenario, be it traditional or financial, concluding each analysis with the most appropriate tool available in the derivate markets.  In section 3, recommendations are made to integrate the position of the parties involved.  Section 4 presents the balance score card (BSC) of the SPC and section 5 concludes the assignment.

For a totally revised, extended and updated version/paper, see: "Gigantism in container shipping, ports and global logistics: a time-lapse into the future"  (freely downloadable from the link below).

https://link.springer.com/article/10.1057/s41278-018-00116-0

Dalam makalah ini akan membahas mengenai Karakteristik Kapal KM Dharma
Kencana yang merupakan milik PT. Dharma Lautan Utama sejak 1974. Kapal
penyeberangan ini melayani hampir semua rute antar provinsi Indonesia bagian
timur. Pada studi kasus kali ini rute yang diambil adalah Surabaya-Banjarmasin
dengan jarak 280 nauticalmil. Untuk mengetahui besar pendapatan dan penge-luaran yang didapat dari pelayaran kapal ini maka dilakukan perhitungan voya-ge cost terlebih dahulu. Yang pada akhirnya nanti diketahui besar keuntungan
maupun kerugian dalam sekali round trip.

Megaproject Planning and Management: Essential Readings contains the seminal articles from the growing body of research on megaproject planning and management along with an original introduction by the editor, Bent Flyvbjerg. The leading and most cited authority in the field, Flyvbjerg has used crowdsourcing and 25 years of experience to cherry-pick from several hundred articles and books the writings that define the field. This volume will be an indispensable source for those wishing to speak with authority about how megaprojects are prepared, delivered, and fought over. The target audience is students, academics, practitioners, and media pundits alike, as well as communities affected by megaprojects.