Ambrey

Ambrey Article Feature

A World of Evolving Threats: Joshua Hutchinson confirms Ambrey is on a mission to protect every seafarer

In an era marked by unprecedented geopolitical instability and global maritime threats, effective risk management and intelligence are crucial for the maritime industry. Joshua Hutchinson, Managing Director of Intelligence and Risk at Ambrey, brings a wealth of experience and strategic vision to this vital role. With a background that spans from serving as a Royal Marine Commando to leading intelligence operations, Hutchinson provides invaluable insights into the evolving landscape of maritime security. In this interview, he discusses Ambrey’s approach to tackling the most pressing security challenges, the impact of technological advancements, and his personal leadership philosophy that guides the company’s mission to ensure safety and security at sea.

 

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Experience and Background: Can you describe your journey from a Royal Marine commando to leading intelligence and risk management in the maritime industry?

 

I have been very fortunate to have a broad experience during my professional career, which started with being pushed to take early leadership positions in the Royal Marines. Following a few arduous operational tours, I was looking for a different challenge and went on a journey from founding companies that developed maritime risk products to owning and operating vessels that functioned in high-risk areas. Now, I am helping clients understand global threats and the best practice measures to mitigate their risks. After a decade of working in the industry, and with a passion for problem-solving, intelligence and risk management is a natural place for me.

 

Challenges in Maritime Security: What are the most pressing security challenges facing the maritime sector today, and how is Ambrey addressing these challenges?

 

In modern times, we have not seen the amount of geopolitical instability and global threats outside of a world war. I cannot answer this question without mentioning the events that have taken place in the Red Sea and the Indian Ocean with the newly evolved threat from the Houthis and the return of Somali piracy. The industry finds itself at a turning point. Over the last 10 years, there had been a regional decline in events taking place in the Indian Ocean, and the High-Risk Area was removed at the request of the shipping industry in January 2023. However, in November 2023, the Houthis started their attacks on shipping in the Red Sea, and Somali piracy re-emerged around the same time. This has reset the threat landscape for that entire region.

 

Additionally, we have seen hundreds of vessels stranded in port following the breakout of war in Ukraine, triggering huge losses in the hull market. Commercial vessels have subsequently had to navigate the unilateral Ukrainian grain corridor to keep cargoes moving at significant risk. The need for precise, real-time maritime domain awareness has never been greater; many of the war risk incidents we have seen are avoidable.

 

Our daily challenge is to raise awareness across the shipping industry and ensure that everyone understands the threats relevant to their crew, their vessel, and their operation each and every day. A huge part of this is also building resilience through our Loss Prevention team. They promote Best Management Practice and conduct quality control and assurance for owners and insurers, encouraging preparedness to breach War Risk areas.

Leadership and Role Introduction: As the Managing Director of Intelligence and Risk, what are your main responsibilities at Ambrey?

I lead the strategic direction and services that we provide through our intelligence and risk business units. This encompasses a broad range of activities, from maintaining an understanding of emerging and current global threats to the collection, analysis, and dissemination of intelligence related to geopolitical, security, and operational maritime threats. Additionally, I support our Loss Prevention team and coordinate potential responses to critical incidents and crises affecting our clients or Ambrey operations.

 

“No day is ever the same.”

 

Impact of Technology: How has technological advancement shaped the approach to risk assessment and security in maritime operations at Ambrey?

 

Technology is increasing both in capability and affordability, and the maritime industry is being pushed every day to adapt. Greater connectivity has enabled us to provide more information to crews, allowing them to act dynamically as threats evolve. This has literally changed the game.

 

The availability and affordability of information about vessels and their operations have improved significantly. The Automatic Identification System (AIS) has been a significant advancement over the last decade, helping us understand vessel locations and operations at the touch of a button. However, AIS is a double-edged sword; while it provides valuable information, it also means that everyone, including potential adversaries, can track vessel locations. This increased visibility has led to information breaches, more vessels adopting “dark” operations, and unfortunately, the misuse of AIS data to target vessels accurately with ballistic weapons and Unmanned Aerial Vehicles (UAVs).

 

UAVs, once considered high-tech equipment, are now low-cost disposable commodities that can be used as weapons. The rapid pace of technological development in this area means that our ability to combat such threats at sea has not yet caught up.

 

While the future is not here yet, we do hold extremely powerful computers in our hands. I believe we are transitioning into a world where predictive learning and technology will enable us to make safer and more secure decisions each day. Global trade will continue to grow, and we must provide the tools and services to ensure that while the industry continues to evolve, it does so with the seafarer’s welfare at the heart of its development.

 

Strategic Initiatives: What strategic initiatives have you implemented at Ambrey to enhance maritime security services?

 

In an age of information overload, and in an industry that never stands still or sleeps, we believe in getting relevant information to the people who need it, as quickly as possible, to save lives, time, and money. Our vision is to provide the best commercially available real-time maritime domain awareness and intelligence globally.

 

Our mission is to ensure that our clients, the Company Security Officers, and Masters are given the information, intelligence, and advice they need when they need it to achieve ‘net zero’: zero losses from preventable security incidents. The commercial value this adds to the owner, operator, and insurer is self-evident.

 

For the seafarer, we aim to be their ever-present and reliable support wherever they may be. We can’t always do this by ourselves, so we believe in the power of partnerships. Working together across the industry ensures that any operation on our oceans is prepared and executed as securely and safely as possible.

Client Relationships: How does Ambrey build and maintain trust with its clients in the highly sensitive area of maritime security?

 

We support our clients through some of their most challenging and difficult times. This level of support during an incident or a crisis inevitably builds trust through shared experience. Ultimately, trust is built over many years and can be lost in moments, so we always focus on upholding our key business values of reliability, morality, and teamwork, as well as demonstrating humility in our actions.

 

We aim to build relationships that last decades, and we have many clients who have been with us for that long. Therefore, we always act with a long-term perspective beyond any immediate commercial or operational issue for a particular voyage.

 

“We treat our clients as we would hope to be treated.”

 

Career Highlights: What are some of the career highlights or most memorable moments you’ve experienced in your role at Ambrey?

 

In my relatively short time at Ambrey, I have been involved in some amazing operations, from rerouting vessels around missile attacks, to helping a liner remove narcotic incidents during their operations in Latin America, and many more complex, lifesaving, and life-changing operations.

 

One standout event was how an incredibly passionate and focused team was able to support the evacuation of families in Hawaii from the beaches following the outbreak of fires on the island of Maui. The speed with which everyone worked, from the other side of the world, over several nights alongside the United States Coast Guard, was incredible. Several sleepless nights later, we were sent a photo from one of the families, a group of seven, including women and children. They will never know who we are or what we did, and that doesn’t matter. The sense of achievement and purpose is something you cannot forget.

 

Future Trends: What trends do you foresee impacting maritime security in the next five to ten years?

 

The global tensions we see today aren’t going away any time soon. The forces of geopolitics, poverty, finite natural resources, and the pressures of global trade will continue to influence tensions, terrorism, and civil unrest. Therefore, unfortunately, the pressure on the maritime industry will continue. We will remain in the crosshairs of these tensions and threats across migration, activism, crime, war, and narcotics.

 

All eyes are on the instability in Latin America, from Ecuador’s struggles to Venezuela’s claims on natural resources across the border. On the other side of the world, the tensions between China and Taiwan are predicted to come to the forefront soon, which will see international sanctions and pressure on industries like never before.

 

While the industry may sometimes react slowly, we need to remain agile and collaborate to achieve positive outcomes.

Advice for Professionals: What advice would you give to professionals looking to enter the maritime security field?

 

The maritime industry is so vast that it doesn’t matter if you are a seafarer or not. From shipbuilding to technology development and equipment that assists the maritime industry; to the insurers, reinsurers, recruiters, cadets, ship managers, and everyone else. The industry is your oyster.

 

To offer a perspective, one of my friends was involved in building the gas pipe system for an FPSO project that was being built in South Korea. Their work concluded three years before mine, and we were appointed to provide a vessel ship security plan and implement all the security equipment just before it set sail to Africa. I can only imagine the hundreds of thousands of other people involved in the delivery of that one vessel.

 

Maritime security plays a crucial role in making sure that millions of seafarers and trillions of dollars’ worth of assets and cargo stay safe every single day. It’s extremely rewarding but also very challenging, and not a decision I would expect anyone to take lightly.

 

Personal Leadership Philosophy: How has your experience influenced your leadership philosophy at Ambrey?

 

I have been surrounded by some incredible leaders over my career and some very bad ones as well. As a leader, if you want to keep learning, then surround yourself with people that are smarter and more experienced than you.

 

Lead by example. Learn from your failures. No one is perfect, but the best people are the ones that turn up each day and aim to be a better person than they were yesterday.

 

I believe that Ambrey has the vision and ambition to do great things and it’s fantastic to be a part of that.

 

https://ambrey.com/

In Association with:

Inchcape Shipping Services (ISS) offers comprehensive maritime solutions, including port agency, marine services, and digital innovations. With a presence in over 2200 ports worldwide, ISS ensures efficient and cost-effective operations. Their global network and local expertise provide tailored support for various sectors, enhancing operational efficiency and reducing costs. ISS also offers advanced digital tools and services, ensuring seamless port call management and compliance.

http://iss-shipping.com

Spire Maritime provides comprehensive AIS data solutions for vessel tracking, utilizing a proprietary satellite constellation to deliver real-time and historical data. Their services enhance supply chain tracking, route optimization, and maritime safety with high-frequency AIS data and machine-learning powered insights. Spire’s platform ensures reliable, accurate, and actionable maritime data accessible through modern APIs, supporting diverse applications from environmental monitoring to fleet management.

https://spire.com/maritime/

Ebury

Empowering Maritime Finance: David Lord’s Insights on Ebury’s Innovative Solutions

In an industry marked by financial complexities and evolving international regulations, the need for specialised financial services is more crucial than ever. David Lord, Director of Maritime Services at Ebury, leverages over two decades of expertise to guide maritime clients through these intricate waters. In this exclusive interview, David discusses his professional journey, the unique financial challenges of the maritime sector, and how Ebury’s tailored solutions are revolutionising maritime finance. From cutting-edge technology to strategic risk management, discover how Ebury is redefining financial services for the maritime industry.

 

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Role and Responsibilities: As the Director of Maritime Services at Ebury, what are your primary responsibilities and how does that fit into the company’s strategy?

 

Great question, although it might help to provide some further context first.

 

Ebury has been supporting the maritime industry as a silent partner for almost the last decade, working with some of the major providers within the port cost management space. Maritime is therefore nothing new to Ebury. Considering the increasing demand for specialist providers who both understand the industry and can support the many unique challenges shipping companies face daily, I was brought in to help Ebury build a dedicated business unit and open our products and services to the entire industry.

 

Since joining Ebury in January 2024, my primary focus has been helping create and implement a go-to-market (GTM) strategy, covering commercial, marketing, product development, and industry-specific enhancements based on client-led insight. Additionally, I have contributed to the internal framework we use for compliance, client onboarding, and operational purposes.

 

I have also had the pleasure of bringing in new resources to help complement our existing team of maritime professionals, ensuring we can continue to provide world-class service to our clients. Moving forward, I will continue working with both new and existing clients to continually develop our products and services, ensuring that Ebury stays ahead of the competition in this niche and exclusive industry.

 

Maritime Services Introduction: Ebury has a broad range of financial services. Could you explain how maritime services fit into Ebury’s overall offerings and what specific services you provide to maritime clients?

 

This is another great question and is also what spurred Ebury into creating a dedicated business unit.

 

The maritime industry is unique and thus has a fairly unique set of requirements, which many traditional banks and other financial service providers have struggled to support due to a lack of general industry understanding. Additionally, much of the industry is perceived as high risk, meaning there are even fewer providers willing to support, let alone offer value-added services to their clients. Those that can often increase their pricing to manage this “perceived risk,” leaving the industry somewhat underserved, or at the very least, overpriced.

 

Almost all of Ebury’s core services are a natural fit for the industry, as we are able to facilitate international trade by removing potential barriers, or should I say borders, which is as per our branding, “Ebury – What Borders?”. In terms of the specific services we offer, we have three key areas:

 

  1. Cash Management: Ebury has built an impressive infrastructure, combining the might of over 15+ tier-1 banking partners which we offer to our clients. This includes named currency accounts in multiple jurisdictions, allowing for the local collection of funds and eliminating a significant proportion of banking costs for both parties in the transaction. This also gives our clients access to significant payment capabilities, allowing them to send funds in over 130 currencies to over 160+ countries, almost 40 of which can be sent as local transfers.
  2. Treasury Solutions: At the core of our business is our FX risk management solution. As one of Bloomberg’s top-ranked forecasters globally, and being able to offer everything from spot trading to forward contracts, Ebury is incredibly well positioned to support maritime clients globally. We also have a strong emerging markets proposition, with access to many emerging market currencies, which help reduce our clients’ costs significantly.
  3. Unsecured Lending: Ebury has seen significant growth in this area, mainly driven by client demand. To date, we have provided almost £1 billion in unsecured lending, covering almost 30,000 invoices and supporting thousands of Ebury clients with an easy, simple, and cost-effective way of accessing the working capital they need to grow their businesses.

 

By understanding and addressing the unique financial needs of the maritime industry, Ebury ensures that our clients receive the tailored support they require to thrive in a challenging environment.

Maritime Financial Challenges: What are some of the unique financial challenges faced by the maritime industry today, and how does Ebury help address these?

 

As already mentioned, the maritime industry is unique and therefore has a distinctive set of financial challenges. Aside from the aforementioned compliance hurdles that many of our clients faced before joining Ebury, there are also challenges caused by a general lack of industry understanding, which creates further confusion.

 

To add to this, almost all maritime payments are considered urgent, whether it’s a payment to a port agent or a salary payment to a crew member. Therefore, being able to process time-sensitive payments on time, every time, is a significant strength of Ebury’s and a distinct advantage to our clients.

 

Ebury specialises in facilitating international trade, so if you are a client with restricted cash flow and want to benefit from our trade finance solutions, or you have a global customer base and want to be able to issue invoices locally, Ebury is able to support.

 

From the feedback we’ve had from our clients, the main value that Ebury delivers to its maritime clients is its comprehensive range of services provided by a team of experts, not just specifically one or two parts of our collective offering.

 

Technological Advancements: How is technology transforming financial services within the maritime sector, and what innovations has Ebury implemented?

 

The maritime industry is unique, with some companies being at the forefront of digital innovation and others still preferring to use “pen and paper.” This is also one of Ebury’s strengths, being able to support companies of all types, whether they are already on their digital transformation journey and therefore utilise our API capabilities to support with process automation, or whether they prefer a more traditional approach and choose to transact through our platform, on email, or over the phone.

 

From a client perspective, Ebury has invested in making constant enhancements to our client-facing products, ensuring maximum uptime, minimal disruption, and easy connectivity with systems like Oracle Netsuite and Xero. We’ve also developed our own mobile application for our UK clients, which allows them to access their accounts and transact “on the go.”

 

Global Operations: Ebury operates in multiple countries. How do you tailor your maritime financial services to meet the diverse needs of international clients?

 

Being a truly global provider is just part of the value we bring to our clients. Ebury operates across 25+ countries and 38+ offices, meaning we can manage most local requirements too.

 

For some of our clients, the value could be as simple as having their own dedicated account manager who can communicate in their own language, whereas for others, the value could be in our extended trading hours, which allow clients to trade 24 hours a day, five days a week.

 

For international clients with multiple offices across the globe, Ebury can provide holistic services from one centralised platform, ensuring standard processes, local independence, and global visibility for all teams involved.

Risk Management: How does Ebury manage risk in its maritime financial services, and what measures are in place to protect your clients?

 

It is worth noting that Ebury Partners UK Ltd is not a bank, but an Electronic Money Institution. As such, and in respect of safeguarding client funds, Ebury uses segregated client accounts in accordance with Electronic Money Regulations, which is a safe way to hold balances.

 

Ebury maintains all client funds in segregated, ring-fenced accounts with tier 1 banks, separate from our operating accounts, and regulated in six markets. This means that our clients’ funds are safeguarded appropriately.

 

In terms of compliance, and as already mentioned above, Ebury is regulated across six markets, including the Financial Conduct Authority (FCA) in the UK and the National Bank of Belgium (NBB) in Belgium.

 

Our approach to compliance is very much proactive, meaning we aim at eliminating potential issues before they occur. When coupled with our extensive maritime experience, our approach to compliance ensures our clients can operate with certainty and security. Compliance is one of the cornerstones of our organisation and as such, is embedded across all of our products and services, ensuring that both our clients and Ebury are protected.

 

Client Success Stories: Could you share a success story where Ebury’s maritime services significantly benefited a client?

 

We recently onboarded a UK client that has two further offices in Europe, as well as a joint venture with a company in Hong Kong.

 

Our client had seen significant growth in a short space of time, which meant that they had different processes and different banking relationships in each country they operated. This also meant multiple logins to their respective bank systems.

 

Through Ebury, our client was able to move to a single system to manage all of their global funds, while implementing a standard process across all regions and ensuring full integration with their accounting system. In addition, they were also able to access Ebury’s global infrastructure, allowing them to open named, local currency accounts in each of the jurisdictions they operate in, which helped to significantly reduce their international banking costs. More specifically, they were able to open named currency accounts in the locations of their biggest customers, which meant they could now issue local invoices for local settlement, thereby reducing the fees involved for all parties and speeding up the settlement time to access their funds.

 

Finally, we were also able to support our client with a comprehensive risk management strategy for their FX exposure, enabling them to budget their international sales and revenue at a secured rate, ensuring they were able to publish their prices for the entire financial year.

 

Future Trends: What future trends do you foresee in maritime finance, and how is Ebury preparing to meet these evolving demands?

 

Having our “finger on the pulse” is paramount to the success of our organisation, so many of the developments we have made and will continue to make are driven by client insight and demand. We see our clients as partners and therefore nurture those relationships to become mutually beneficial, using our clients to sound out our ideas that we believe will benefit the industry, as well as hearing our clients’ suggestions as to how they believe we might be able to help solve their existing challenges.

 

One of the biggest trends we currently see is digitalisation, which is working its way across almost every corner of the maritime industry. Almost all companies will have different priorities, especially following recent world events and the newly introduced emission caps, but many of our clients have started their digitalisation journey internally by reviewing the manual, labour-intensive, and paper-driven processes throughout their organisation. By introducing technology that supports more optimal processes, companies can achieve significant benefits that help to increase visibility, reduce the risk of mistakes through manual intervention, free up the time of the teams involved, and more often than not, reduce costs.

 

Integration with third-party systems is therefore crucial for Ebury and for us to be able to play our part in supporting our clients’ digitalisation journeys. To this end, Ebury has invested heavily in API capabilities, meaning we are able to offer full two-way communication with our clients’ ERP software, crewing platforms, vessel management systems, and treasury management systems, allowing for seamless automation and reconciliation.

 

Another big trend we have seen is the push to reduce or even eliminate the reliance on cash within the industry. Cash is still widely used onboard vessels to pay disembarking crew any balance of their wages (which can be complicated for the company to settle from shore), to pay port and other local expenses where digital payment facilities may not be present, as well as for other eventualities that are sometimes difficult to predict. While this generally makes life more convenient for the crew of the ship, it also carries several inherent risks and costs, as well as exposing both the shipping company and their crew unnecessarily. With the introduction of digital payment solutions, the maritime industry can now free itself from its reliance on cash, which helps free up cash flow, reduce the costs associated with delivering and safekeeping cash, as well as reduce all of the aforementioned risks.

 

Closing Statement: Ebury’s Commitment to the Future of Maritime Finance

 

With Ebury’s significant global presence and capabilities, our deep experience in supporting the global maritime industry, our constant innovation in technology, and through the incredible partnerships with fellow market leaders, Ebury is privileged to be able to support our clients in their digital finance transformation journeys.

 

https://ebury.com/

BW LPG

Procurement Excellence in the Maritime Industry: Insights from Rick Ackermann at BW LPG

Rick Ackermann, Head of Procurement at BW LPG, brings a wealth of experience and strategic vision to the table, steering the procurement department of one of the leading LPG shipping companies. In this exclusive interview, Rick shares his approach to enhancing procurement efficiency, integrating sustainability, and navigating the complexities of the global market. Discover his insights on building supplier relationships, leveraging technology, and the future trends poised to reshape the procurement landscape in the maritime industry. Join us as Rick delves into the principles that guide his leadership and the innovative initiatives driving BW LPG’s procurement success.

 

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Role Overview: Could you describe your role as the Head of Procurement at BW LPG and the primary responsibilities it entails?

 

At BW LPG, the Head of Procurement is responsible for all procurement of goods and services, as well as being involved in all dry dockings. We have a team of four buyers and a Logistics Coordinator in Manila, and two buyers in Oslo. The Head of Procurement is stationed in Singapore. The main goal is to be a solid business partner for the business, which entails working closely with the Technical and Operations teams. Key activities include contract management, inventory management, innovation, ESG, and maintaining best-in-class procurement practices to provide the highest added value for BW LPG.

 

Strategic Procurement Initiatives: What are the key strategic initiatives you have implemented in BW LPG’s procurement practices since assuming your role?

 

Short and sweet:

  • Value Chain: From day one, I have moved the role of Procurement higher up the value chain. The traditional view of Procurement has changed from a Purchasing department into a strategic business partner.
  • Transparency: In the past, it wasn’t always clear what Procurement did and what people could expect from our department. I have changed our procedures and setup in such a way that it is very transparent on every level. I also changed the perception that Procurement is a group of people taking care of things. We are all part of the Procurement process.
  • Contract Management: We purchased a very intuitive contract management system (Scanmarket), which is easily accessible and currently contains over 170 contracts that we have in place.
  • ESG: I have invested a lot of effort into ESG in our supply chain. This varies from introducing the Supplier Code of Ethics in all of our agreements and purchase orders to plastics reduction programs on board our vessels.
  • Group Procurement: I started a collaboration team with the Heads of Procurement of the other BW entities. Procurement has transformed from a central procurement department in Oslo to a decentralised setup around the world. By collaborating on volumes, best practices, and innovation, we have migrated into a hybrid solution.

Challenges in Procurement: What are the most significant challenges you face in procurement for an LPG shipping company, and how do you address them?

 

From a procurement perspective, we would like to be as efficient as possible. Planning of transports is very challenging in our industry, as the port of delivery for our goods and services is sometimes changing on a daily basis. Unfortunately, this means that we have to airfreight a lot of our spare parts, which has a negative impact on our carbon footprint.

 

Another challenge everybody faces in shipping, which makes it more fun at the same time, is that this is a very conservative industry. As a standard, the credo is “if it ain’t broke, don’t fix it!” This means that driving innovation is upstream, and solutions found in other industries still have to be introduced in shipping. The fun part is convincing people and the fact that there is still room for improvement.

 

Supplier Relationships: How do you cultivate effective supplier relationships to ensure seamless operations and business continuity at BW LPG?

 

In order to do that, I still rely on the Kraljic matrix. It is a well-known tool to classify the importance of suppliers products and services, and is very effective when it comes to supplier positioning, criticality analysis, and quadrant strategy. As a basis, you should figure out what kind of relationship you have or need to have with a supplier or partner. You then make sure that you assign the right buyer to the right quadrant and thus supplier. Not doing this correctly could potentially damage the relationship and therefore our position. Setting this up in the right way tremendously influences our position and leverage. Above all, whatever you do and in whatever position you are in with regards to the supplier, respect is always the keyword.

Technology in Procurement: Can you discuss the role of technology in enhancing procurement efficiency and transparency at BW LPG?

 

Especially with regards to the operational part of the procurement process, there are some quick wins when it comes to the role of technology. As we digitise the purchasing role, we can introduce innovations and efficiency improvements. We are, for example, introducing Amazon-type platforms with certain suppliers for technical stores and PPE, such as Source 2 Sea, which makes it easier for the crew on board our vessels to simply click on the picture of the parts or equipment they need. Also benchmarking and forecasting through Closelink for Lube Oil is a new development which we embraced. The role of Procurement is to facilitate this – we can help organise the financial back office, monitor deviations, and take on the more mundane tasks so that our colleagues at sea can focus on the strategic issues and flawless operations. Another major step we are currently investigating is the introduction of new technology regarding inventory management. Together with one of our partners in freight forwarding, Marinetrans, we are developing an inventory management platform, eSeastore, that will give us the tools to plan based on stock levels and have sophisticated tools on board to maintain stock on the vessel. This is a very exciting project.

 

Sustainability Practices: How does BW LPG integrate sustainability into its procurement processes, especially considering the environmental impact of shipping?

 

We have the Supplier Code of Ethics as an integral part of everything we do. In addition to this, we are increasingly choosing sustainable solutions for parts and services in different regions of the world. There is a lot more work that we can do on the sustainability front, and we are working hard to improve both individually as a company, and with partners. One example of the latter would be us working with our suppliers to reduce single-use plastics in our victuals.

Impact of Global Markets: How do global economic conditions and market fluctuations impact your procurement strategies?

 

Obviously, they do, and they disrupt anything that we plan or forecast. I mean, who was counting on COVID-19? Or the political uncertainties in many parts of the world? The blockage of the Suez Canal? Drought at the Panama Canal, etc. The good thing is that we know we are very creative when it comes to problem-solving. Yes, we like to plan as much as possible, but we are agile and switch gears when necessary and required.

 

Future Procurement Trends: What emerging trends do you see in procurement that could significantly impact the LPG shipping industry in the coming years?

 

From a leverage point of view, unfortunately, increasingly I see large companies buying out the smaller ones, which impacts our ability to leverage in certain parts of the supply chain. This is not a good development.

 

The two biggest trends, however, are undoubtedly in ESG and AI.

 

I strongly believe and hope that in a few years’ we will have surpassed the awareness phase of ESG and that there will be more regulation and certification, making it a lot easier for all companies to determine, on the basis of a standard, who to work with. ISO did the same thing for business processes in the 1980s.

 

Artificial Intelligence is an absolute game changer in any business. A lot of our repetitive activities will be taken over by AI, but also market analytics, supplier dashboards, forecasting, and reporting will be a lot easier and faster. Is this a threat to our procurement existence? Not at all, it simply means that we have more time for actual procurement activities instead of creating tools to help us do just that.

In Association with:

Jotun is a global leader in paints and coatings, providing high-quality solutions for homes, buildings, and industrial applications. With nearly a century of experience, Jotun focuses on sustainability and innovation to protect property and enhance aesthetic appeal. Their products cater to various sectors including architecture, infrastructure, marine, and energy, ensuring durability and performance in all environments.

https://www.jotun.com/

Closelink GmbH is a Hamburg-based maritime tech company focused on setting new standards in the procurement of marine lubricants. Through its digital platform and customized services, Closelink offers innovative solutions to build a resilient procurement strategy and generate tangible cost savings. Closelink’s intuitive platform enhances inventory monitoring, planning, ordering, and reporting. The platform automates real-time data collection and offers analytics tools and insights, making it easier for users to make informed decisions.

https://www.closelink.com/

Epsco Cyprus Ltd specialises in maritime safety and security services, providing comprehensive solutions including fleet safety service contracts, lifeboat and diving services, and safety equipment maintenance. Established in 1995, they support over 3,000 vessels annually with a global network of 350+ service stations. Epsco ensures compliance with IMO and SOLAS regulations, enhancing safety and operational efficiency for the maritime industry.

https://www.epscocy.com/

Marinetrans specializes in global logistics for marine spares, providing efficient door-to-deck solutions since 1991. They offer services including consolidation, collection, transport, documentation, shipping, tracking, and on-board delivery. With a robust global network, they ensure reliable and cost-effective logistics for various types of vessels. Their expertise and comprehensive services make them a trusted partner in the maritime industry.

https//marinetrans.com

MCT Consultancy (MCTC) is a global leader in maritime catering management and training, providing healthy meals and comprehensive support to vessels worldwide. They specialize in culinary excellence, supply chain management, and tailored services for galley staff. MCTC’s expert team offers continuous professional development, ensuring high standards and exceptional dining experiences on board.

https://mctconsultancy.com

Source2Sea offers a digital marketplace for maritime supplies, streamlining the procurement process for vessels. Their platform provides transparent pricing, detailed product specifications, and easy online ordering, reducing order cycle time from 35 hours to 1 hour. With integration to leading Fleet Management Systems, Source2Sea ensures efficiency and convenience in sourcing provisions, deck, and cabin supplies across a vast port network.

https://www.source2sea.com/

Breakbulk Events & Media

Breakbulk Events

Connecting the World: Breakbulk Europe’s Role in Shaping Global Project Cargo

In the world of project cargo and breakbulk, Breakbulk Europe stands out as the key event, bringing together leading professionals from all corners of the globe. Known for being the central hub for networking, innovation, and growth, this event is where the industry comes to connect and thrive. At the centre of it all is Elizabeth Rankin, the Event Director who orchestrates this major gathering. In our exclusive interview with Elizabeth, we dive into what makes Breakbulk Europe a must-attend event for anyone in the field, discussing the opportunities it offers for making connections, learning about the latest industry trends, and much more. Join us as we explore the essence of Breakbulk Europe with Elizabeth, shedding light on its impact on the global project cargo and breakbulk community.

 

Click below to access the digital brochure version

Event Overview: Can you provide an overview of Breakbulk Europe and its significance in the project cargo and breakbulk industry?

 

Breakbulk Europe is the largest global gathering of breakbulk and project cargo professionals, under one roof, for three days. It is the main meeting point throughout the year for the industry and brings together over 4,000 companies, making it the ultimate networking platform to grow connections, generate new business, and strengthen key existing relationships. Decision-makers from major cargo-owning companies, including energy companies, industrial manufacturers and EPCs, come together in Rotterdam to drive the connections and innovation that support the completion of global projects.

2024 Expectations: What are the main goals and expectations for Breakbulk Europe 2024, and how do they differ from previous years?

 

Breakbulk Europe 2024 is set to be our biggest event yet – we are already over 95 percent sold out of our expanded exhibition space, we are welcoming many new companies to the show, and expect to see more visitors, more networking, greater collaboration, and more learning opportunities than ever before. We are expanding the time for learning and networking beyond the show hours this year. Firstly, with our launch of Round Tables – interactive conversations that bring together breakbulk industry peer groups to share insights, address issues, and generate actionable takeaways on key industry topics that will help drive individuals and businesses forward. “Round Tables” and “Women in Breakbulk” will both be taking place on Tuesday afternoon before the show opens for the Welcome Reception at 5 pm. We know that many of our visitors arrive in Rotterdam ahead of the show, and we want to ensure all attendees can maximise their time at the event. We believe that these new activities will add a whole new layer to the Breakbulk Europe experience.

Networking Opportunities: How does Breakbulk Europe facilitate networking and business connections among attendees?

 

Networking has always been at the heart of Breakbulk Europe, and it is what our exhibitors and visitors value the most from our event. Our 2024 edition will facilitate more networking opportunities than ever before. Attendees of Breakbulk Europe can pre-arrange meetings through our Breakbulk app and can set up meetings in designated areas to optimise their time at the event. Our “Women in Breakbulk” and “Round Table” sessions on Tuesday are the perfect opportunities to meet like-minded peers to discuss industry-critical topics outside of the show floor. Our “Breakbulk Boulevard,” Welcome Reception, and Boat Tours are all returning for 2024, providing even more opportunities to network in relaxed settings while enjoying the best that Rotterdam has to offer.

Exhibitor and Visitor Dynamics: With over 600 exhibitors and 10,500 visitors from more than 120 countries, how do you ensure a valuable experience for both groups?

 

We are so proud to be the destination where the global breakbulk and project cargo communities unite and therefore ensuring our visitors and exhibitors have a smooth onsite experience is the top priority. Our app supports our visitors in navigating our exhibition, viewing our agendas and provides the ability to pre-schedule meetings onsite as well as communicate with exhibitors ahead of the event. We have streamlined our registration process to ensure visitors are able to print badges and access the halls without delay. Our pre-event communications including our visitors guide provide handy tips and tricks to navigate Breakbulk Europe with ease and make the most of your time at the exhibition as well as throughout the city. As we know, time is precious when onsite at Breakbulk Europe, therefore events such as our Breakbulk Boulevard and boat tours enable the networking to continue into the evenings. In addition to all of this, our team is always on hand to speak to visitors and exhibitors alike to support any pre-event queries they might have.

Innovation and Trends: What are the latest trends and innovations within the breakbulk and project cargo industry that will be highlighted at the event?

 

The team at Breakbulk Europe have been conducting in-depth research with the industry to ensure the trends that we are covering at the event are reflective of the challenges the industry is facing right now. We also work very closely with our brilliant Advisory Board who support us in ensuring the highest quality content for our attendees. Key themes you can expect to see covered at the event this year include capacity and contingency planning, where industry representatives will come together to discuss how to keep supply chains flexible to limit delays and effectively navigate the impact of the current geopolitical landscape. Other key themes will include how ports are innovating to overcome space and storage challenges, decarbonisation strategies as they relate to the EU ETS, the energy transition, and how shaping the future of logistics starts with the next generation of young leaders. Breakbulk Futures, launched at Breakbulk Europe last year, will once again highlight start-up companies leading the way with innovation and we are currently open to entries from companies who would like to be considered for a pod in this space.

Women in Breakbulk: Could you tell us more about the “Women in Breakbulk” initiative and its impact on the industry?

 

Women in Breakbulk brings together women from different sectors to share their perspectives on building a successful career in the maritime, project cargo and breakbulk industry. Our Women in Breakbulk programme brings together key female figures in leadership positions to offer insightful tips and advice for women from all corners of the industry on how they too can climb the ranks and change the narrative on an industry that is progressing in the right direction. Women in Breakbulk is having a huge impact by providing connections to industry peers which carry on beyond the event, exposing attendees to female role models who provide advice on how best to navigate key industry challenges and offers a positive, safe space to network and learn outside of the office environment.

Educational Components: How does the Chartering Workshop contribute to the professional development of attendees, and are there other educational opportunities available?

 

The Chartering Workshop, in partnership with the Institute of Chartered Shipbrokers, is a full-day, intermediate level workshop that covers chartering principles and applications for full-time chartering professionals as well as those who work with chartering contracts. This workshop is an opportunity for attendees to maximise the value of their time spent at Breakbulk Europe by engaging in professional development to support their role within the industry, with all attendees receiving a formal certificate following completion of the course. There are many other educational opportunities available during Breakbulk Europe including Round Tables, Main Stage and sessions within our Breakbulk Futures Hub. For those new to the industry or studying relevant degrees, we host our Education Day programme which is the perfect opportunity to learn about the basics of the industry while also connecting with industry professionals from key verticals.

Rotterdam as a Venue: What makes Rotterdam Ahoy an ideal venue for hosting Breakbulk Europe, and how does the city’s infrastructure support the event?

 

Situated alongside Europe’s largest port, Rotterdam’s maritime heritage and buzzing cultural and social scene make it the ideal location for Breakbulk Europe. Rotterdam Ahoy has recently been refurbished, providing a great space for the event to continue expanding and is easily accessible from Amsterdam, The Hague and Rotterdam on public transport, making it great for the global audience that travel to the event. City infrastructure is changing and evolving to accommodate the growth of our show such as the newly opened Ibis Styles hotel next to Ahoy. Rotterdam is a hub for raising future generations of maritime specialists and our engagement with local universities as part of our education programme is helping support this, as well as closing the talent gap that exists within the sector.

Sustainability and the Industry: In what ways is Breakbulk Europe addressing sustainability within the breakbulk and project cargo industry?

 

Breakbulk Europe addresses sustainability within the breakbulk and project cargo industry in many ways throughout the show. Our Main Stage will host topics including how logistics companies can integrate more sustainable and circular solutions to optimise their project logistics setup and use case studies of real-life projects to illustrate. Decarbonisation remains a big theme across our agenda, particularly with the implementation of the EU ETS, and our session will present practical solutions towards zero carbon emissions. Our Education Day, where we work with local universities and curate a programme to help inspire them to pursue a career within the breakbulk and project industry contributes towards the future sustainability of the industry and its workforce. Outside of this, our new Round Tables programme will cover key sustainability topics connecting to our Main Stage including, measuring and reporting on carbon emissions within the breakbulk shipping sector. In addition, many of our exhibitors are leading the way when it comes to sustainability, and the networking and business connections that take place at the show will be centred around this vital topic.

Looking Ahead: How do you envision the future of Breakbulk Europe and its role in shaping the global project cargo and breakbulk industry?

 

Looking ahead, it’s an exciting time for Breakbulk Europe, and we look forward to continuing as the largest global meeting place for the breakbulk and project cargo industry each year. As projects evolve and the supply chains that service them continue to adapt, Breakbulk Europe will constantly innovate, grow and remain committed to providing a global destination to meet industry leaders, decision makers and access to the whole project supply chain under one roof!

www.breakbulk.com

American Bureau of Shipping (ABS)

ABS

Shaping the future on the front line of shipping’s technology transformation

 

Technology is advancing more rapidly than any other time in maritime history, with digital technologies moving fastest of all.

Understanding what the impacts of digital technologies will be, what investments ought to be made, when and why, are the daily concerns of Patrick Ryan, Senior Vice President, Global Technology & Digital Products, and Chief Technology Officer, ABS.

A qualified Naval Architect, Patrick brings decades of experience in technology development within the shipbuilding industry to ABS with a mission to share that information with the shipping community.

He focusses on innovation surrounding digital engineering technologies – computer-aided engineering, computer-aided design and digital twin technology – and is the author of seven patents in the area of industrial augmented reality for ship construction.

With the recent release of the commercial product, the Apple Vision Pro in mind, we asked Patrick to address opportunities for visualisation technologies to impact shipping.

 

Click below to access the digital brochure version

Visual technologies – augmented reality and virtual reality – are reshaping the approach to operations, training, and maintenance… tell us about them, and what opportunities do they present?

 

Augmented reality (AR) enhances real world environments, overlaying digital information such as schematics or navigational information onto physical objects. To achieve this, cameras, accelerometers, gyroscopes, and depth sensors continuously monitor the environment to answer questions like: Where am I? What is around me? And how far away is it?

 

The data collection and processing happen nearly simultaneously as a digital overlay is projected to the user. Augmented reality headsets are providing constant real time information to crewmembers freeing them from computer screens and mobile devices.

 

Virtual reality (VR), on the other hand, immerses users completely into a virtual world. Computer games in VR are common today. This is ideal to provide a scalable, low-cost solution simulating environments for training purposes. ABS calls these environments “Meta-Ships” and their ability to be reconfigured digitally make them great training tools.

 

Today, advances in spatial information capture with tools like 3D scanning or 360 cameras enhance the more traditional CAD or gaming object libraries to build even more realistic VR experiences. This allows for more realistic training scenarios than navigating 3D models, though perhaps with less ability to customise them.

 

VR and AR are well-developed technologies, though they have room to grow. They both can be used with wearables like head-mounted displays or standard hand-held devices like tablets, laptops, or smartphones.

 

AR, VR and mixed reality (MR) can enhance decision-making by allowing users to interact with and relate to an asset they are viewing. These technologies have the potential to help reduce cognitive load by providing users with visuals that support understanding and provide context. There are also great examples of using visualisation technologies being used both on and away from the asset or vessel in a collaborative fashion – giving operation teams an ability to communicate and collaborate in ways previously impossible.

How important is safety to the process of introducing new technologies like AR and VR and how is ABS working to mitigate risk?

 

As with introducing all new technology, safety needs to remain at the forefront to mitigate unintended risks. To this end, ABS is funding research at Texas A&M to better understand the safety implications of utilising wearable devices in a field environment. These features include analysing various AR hardware devices, fitness for purpose, UI design, hazard perception capabilities, and maintaining situational awareness.

 

In 2023, ABS joined Crowley’s new service network using augmented reality onboard their vessels. This joint mission enabled crew members to present technicians with real-time visuals. This collaboration will lead to quicker maintenance and upgrades. The focus of ABS is to explore what is possible for future survey operations as well as safety.

What is 3D model-based engineering, how does it fit within the evolution of digitalisation in the maritime industry, and what is its role relative to visualisation?

 

3D model-based systems engineering (MBSE) is an end-to-end 3D design process which applies 3D models instead of traditional 2D drawings to improve collaboration across the asset lifecycle, saving time and resources. 3D models provide an improved view of a design, helping to identify potential problems at an early stage. While this practice broadly benefits new designs, 3D models can also be developed to help with retrofitting new systems for older vessels.

 

Improved integration of 3D design tools like computer-aided design (CAD) and computer-aided engineering (CAE) tools will contribute to Model Based Systems Engineering and set-based design. They typically also allow engineers to bring richer design tools like modelling and simulation into the process. This synthesis design model can improve feedback cycles between design, engineering and construction teams.

 

Visualisation in the design process helps mitigate the risk of late-stage changes. Such changes can have escalating costs in time and resources the longer they go unnoticed. Of course, these same models can be used later in the lifecycle of the vessel for training, operations, and other opportunities after the design work is complete.

With so much data to manage, how can a design office or shipyard keep control of a project?

 

Bringing all data of an asset into the 3D workspace can help mitigate data fragmentation and issues with information retrieval. While the key benefits of 3D models are rooted in the design and build stages, such models and CAE simulation capabilities can later support operational digital twins.

 

Thus, a technology to manage this lifecycle data emerged in the late 1990’s called Product Lifecycle Management (PLM). PLM technology is only more recently entering into the shipping industry since the design cycles had been traditionally slower than automotive for example – early industry adopters of PLM. The green energy transition is driving faster design cycles in shipping, which is making PLM more important.

 

3D models and advanced CAE software, modelling and simulation, and ultimately streaming data all merged together within PLM will deeply impact stakeholders in the design and build stages, and beyond.

How is ABS working with the industry to help develop best practices and standardisation of the application of modelling and simulation to tackle technology challenges?

 

Modelling and simulation involve creating and using a mathematical representation of a system to analyse its behaviour under different conditions. The mathematical models are created with multiple physical and software attributes, which allows users to quickly evaluate different solutions and determine their performance, identify software vulnerability, and cost-effectiveness.

 

Model development depends on the complexity of the system, the data available – and its accuracy – and the intended use case. Physics-based models characterise a real-world system’s behaviour using physics or first principles. These models are consistent and not limited to the range of data collected. Data-driven models use data collected to predict the system’s state.

 

As shipboard systems become more interconnected and software driven, modelling and simulation tools will allow designers to understand the interoperability issues from multiple systems.

What are the different simulation techniques that can be applied and what do they deliver to users?

 

It enables users to shift their focus and dive deeper into the understanding of inputs and objectives in addition to being a valuable design tool. Different simulation techniques can be applied based on the objectives. For example, a continuous simulation provides insights into variables such as temperature, power, or fluid flow, which change continuously over time. A discrete-event simulation can be used to model processes that change at discrete points in time.

 

Both techniques give the user a bird’s eye view, identifying bottlenecks that build up over time. An agent-based simulation can help predict outcomes by predicting the interaction of two entities and revealing patterns and insights in complex systems to users.

 

In this role, ABS has supported studies using simulation tools to optimise various areas of maritime operations. In one study, ABS used advanced modelling and simulation technologies to develop emergency response methods to assist ports and crew in responding to ammonia leaks or spills, taking the first step towards a comprehensive and fast ammonia release response system.

 

ABS has also launched a pioneering Green Shipping Corridors Simulation service to support international design and development of clean energy initiatives. The service offers a simulation of the complex network of stakeholders involved in corridor development.

How do you see the connection between simulation and visualisation technologies helping shipping?

 

Physics based multi-physics models certainly need a variety of visualisation solutions for the engineer to really understand the behaviour of the design or operation. The model and simulation technology are really about the mathematics and understanding of the constraints of the design or situation.

 

Communicating this design intent, whether a product design like a ship or a process design like emergency response, needs great visualisation technology to be effective. So now we are getting beyond static images from CAD or laser scans, and understanding dynamic situations with high degrees of complexity. VR is very well suited to help human understanding of all that math.

As systems become increasingly complex and software driven, how does ABS ensure more robust virtual testing is delivered to ensure the safety of new systems?

 

Virtual testing is the practice of using simulations to verify and validate the performance and functionality of a system. This practice can speed up development and implementation time by reducing the need for physical testing. Physical testing of unproven systems can be an impractical and slow process, consuming finite resources. Virtual testing, alternatively, allows a wide range of testing options that can be performed simultaneously without impacting real-world assets or prototypes.

 

Thousands of specific requirements in new software are not practical to perform manual testing. Ensuring software is tested in different conditions, scenarios and parameters reduces risk and cost in the hardware testing phases.

 

The development of highly detailed and accurate virtual models of complex maritime systems is key to technology’s journey. Access to more high-quality data will help inform more accurate models. This data will come from the growing number of sensors on board modern and future assets.

How is better modelling the key to more reliable, safer systems?

 

Better models can support more reliable simulations, both improving output and driving broader adoption. The models can live with a vessel throughout its life cycle, supporting future testing and other applications, such as digital twins. In this way virtual testing can save time and resources for all stages of the industry.

 

Virtual testing and commissioning can impact all stakeholders in a vessel’s life cycle. A model-based systems engineering (MBSE) approach enables engineers to explore many arrangements at an early stage. Validating designs and configurations before the asset is built can help save time in the shipyard and beyond. Issues such as interoperability can be fixed long before they become a problem, as the systems can be tested virtually for new or retrofit systems.

https://ww2.eagle.org/

 

Inchcape Shipping Services (ISS)

Inchcape Shipping Services

Procurement with Purpose: Simon Potter’s Strategic Vision at Inchcape Shipping Services

 

In this Q&A, we delve into the strategic mind of Simon Potter, Chief Procurement Officer at Inchcape Shipping Services. Potter discusses how Inchcape’s procurement strategy has evolved to adapt to the dynamic maritime industry, emphasising the introduction of their global ship-chandling solution. He highlights the company’s commitment to sustainability and the integration of responsible sourcing practices. Potter also sheds light on Inchcape’s innovative ‘procurement-as-a-service’ model, which offers comprehensive value beyond cost savings, and how the company manages its extensive global supply chain. Through team collaboration and navigating market trends, Inchcape remains at the forefront of sustainable and innovative decking solutions in the maritime sector.

 

Click below to access the digital brochure version

Strategic Procurement Evolution: How has Inchcape’s procurement strategy evolved to meet the dynamic needs of the maritime industry, particularly with the global ship-chandling solution?

 

Inchcape’s procurement strategy has significantly transformed from its traditional roots of merely onboarding vendors. Particularly from a port agency standpoint, our role has expanded to being the vital eyes and ears on the ground for our clients. This evolution is crucial because our customers, often absent from the ports, rely on us to manage the myriad of operations occurring there. Ensuring these operations are executed promptly, safely, and cost-effectively falls under our purview. Our group’s procurement function has increasingly become adept at meeting our customers’ needs, thanks to the seasoned professionals we have in place and the expansion of our teams to ensure coverage not only at our headquarters but also in the regions we serve.

 

Our approach to procurement is centre-led, with specialists integrated within the business units yet maintaining a central reporting line to ensure a balance between autonomy and alignment with both customer and internal needs. This strategic blend of local autonomy within our operations is pivotal.

 

The introduction of our global ship chandling solution, dubbed “procurement as a service,” marks a significant advancement in our procurement strategy. This evolution stems from recognising the additional needs our customers have when their vessels are docked. By adopting a procurement-centric viewpoint, we’ve moved beyond traditional services to address common challenges like table spending and the lack of transparency in the ‘Last Mile’ of supply chains. Our global presence, coupled with a professional procurement and supply chain team, allows us to add substantial value to our clients’ operations, offering transparency, efficacy, and cost advantages over our competitors.

 

Sustainability also plays a critical role in our procurement strategy. We work closely with our clients to identify local sourcing solutions, moving away from the conventional practice of consolidating consumables and spares in major hubs. Our commitment to authenticity means we only deal in OEM spares, ensuring quality and reliability. Furthermore, our “warehousing on demand” service exemplifies our forward-thinking approach, accommodating the unpredictable trading patterns of vessels by leveraging our global network for strategic spare part storage. This adaptability extends across various sectors, with many of our offshore customers particularly benefiting from our ability to strategically source and supply locally.

Sustainability Leadership: As VP of Sustainability at IMPA, how do you integrate sustainable practices within Inchcape’s procurement processes, and what impact does this have on the industry?

 

In my dual capacity as CPO at Inchcape and my role within the International Marine Purchasing Association (IMPA), the drive towards sustainability is a significant part of our ethos. Inchcape’s commitment to sustainability is evident as we were pioneers in signing up for the IMPA ACT and subsequently for its updated version, ACT 2.0. Our dedication to sustainable practices is not just about adherence to standards; it’s about leading by example within the maritime industry.

 

Utilising the IMPA ACT toolbox has been instrumental in refining our procurement processes, allowing us to thoroughly scrutinise every aspect of our supply chain from a sustainability standpoint. This scrutiny is not only limited to compliance with human rights and UN conventions but extends to environmental considerations, such as emissions tracking.

 

For our clients, this means that when they dock at a port serviced by an Inchcape agent, we offer comprehensive support in monitoring emissions related to the core services we provide. This initiative is crucial for our clients, providing them with a detailed understanding of their emissions footprint within the port, encompassing Scope 1, 2, and 3 emissions. Our aim is to ensure that they have a holistic view of their environmental impact, including emissions from auxiliary services like tugs, launches, taxis, and hotels.

 

However, our commitment goes beyond tracking; it extends to educating our suppliers. Our observations suggest that approximately 30% of port suppliers are genuinely aware of what sustainability entails, and a similar percentage have set targets towards achieving net zero. As a global port agent with sustainability at our core, we believe it’s our responsibility to enlighten our supply base on the importance of supporting our clients’ sustainability goals.

 

This educational role synergises with our activities at IMPA, where we work closely with colleagues to promote sustainability within the industry. Our efforts are not just about compliance or meeting standards; they’re about fostering a culture of sustainability and responsibility across the maritime sector.

Procurement-as-a-Service: Can you elaborate on the concept of ‘procurement-as-a-service’ at Inchcape and how it delivers value beyond cost savings to your customers?

 

The essence of ‘procurement-as-a-service’ at Inchcape modernises the traditional ‘one-stop shop’ concept, providing a more comprehensive solution. Our clients, especially those operating container vessels with regular routes and suppliers, have a core list of needs when it comes to supplies and services at the ports they frequent. However, challenges arise when they need items or services beyond this core list, whether it’s spare parts, consumables, provisions, or other services. Finding vendors that meet the desired quality and price point outside their usual list can be difficult.

 

This is where our ‘procurement-as-a-service’ shines. With a global supply list exceeding 10,000 vetted suppliers across 60 countries, we offer our customers a reliable and extensive network. This service allows clients to approach us with specific needs in any port, confident in our ability to provide a solution that adheres to stringent quality and governance standards. While we may not always promise the lowest price, we ensure value through our rigorous vendor selection process, managed by our local teams on the ground. This approach guarantees that our customers benefit from the same level of governance and ethical standards they would expect from any port agency service, even if they don’t use Inchcape as their port agent.

 

Interestingly, over half of our ‘procurement-as-a-service’ clients do not utilise our port agency services, underscoring the standalone value of this offering. Even those with preferred agents opt for Inchcape’s procurement and logistics services to leverage our comprehensive governance framework and ethical policies, highlighting the distinct advantages and added value we bring to the table beyond mere cost savings.

Global Supply Chain Management: Managing a global supply chain presents unique challenges. How does Inchcape ensure reliability and efficiency across its vast network of ports and services?

 

Ensuring reliability and efficiency across Inchcape’s extensive network hinges on our adherence to strict governance, standardised processes, and unified policies. We operate under a centralised framework accessible to all employees, promoting consistent practices throughout the organisation. Leadership commitment plays a crucial role, with alignment from the CEO down, ensuring that everyone, from the board to the front lines, understands and follows our operational directives. This clarity and lean organisational structure facilitate a unified approach to service delivery.

 

Despite the inherent challenges of operating in diverse cultural and linguistic landscapes, particularly in regions like Asia Pacific, our long-standing focus on maintaining high standards has honed our ability to provide consistent service quality worldwide. We recognise that local conditions may necessitate tailored service delivery, but the core standard remains unwavering.

 

A vital component of our strategy is the meticulous onboarding and continuous assessment of our vendors. We conduct annual audits to ensure they meet our stringent requirements, maintaining high service standards irrespective of location. This rigorous vetting process is especially crucial for services involving the movement of people, where risk management is paramount for the safety of both our personnel and clients.

Team Dynamics: With a growing global Procurement and Supply Chain team, how do you foster collaboration and knowledge sharing among team members with diverse expertise?

 

Fostering collaboration and knowledge sharing within Inchcape’s diverse and global Procurement and Supply Chain team hinges on our foundational philosophy of open knowledge exchange. Recognising that no single individual holds all the answers, we place great emphasis on drawing insights and ideas from the entire team. A recent example of our collaborative approach was a gathering in Mumbai, where a significant portion of our team is based. This meeting facilitated a vibrant exchange of ideas and best practices, especially from our procurement support team, who possess a unique global perspective due to their centralised role.

 

Training sessions are a regular feature, aimed not only at skill enhancement but also at brainstorming improvements in our processes and methodologies. This continuous learning environment is underscored by our commitment to professional development, with many team members pursuing or encouraged to pursue CIPS qualifications, Six Sigma certifications, or advanced degrees.

 

Diversity in expertise is another pillar of our strategy. Our team in Mumbai, for example, benefits from the inclusion of individuals with backgrounds in mathematics and data analytics, enhancing our capability to deliver insightful data analysis and feedback to other departments. This analytical approach not only advances our procurement and risk management strategies but also propels sustainability initiatives, providing substantial non-price value to our clients.

 

Transparency with our customers is paramount, reflected in our practice of sharing original vendor invoices, ensuring they have clear visibility into the costs incurred. Our pursuit of competitive rates, balanced with a commitment to quality, underpins our promise of value. Moreover, our involvement in innovative projects, like the launch of the first purely electric launch in Singapore, exemplifies our dedication to sustainability and innovation. These initiatives not only reduce carbon footprints but also align with our customers’ sustainability goals, illustrating our role in driving the industry forward through innovative and sustainable solutions.

Chandling Service Expansion: The expansion of Inchcape’s chandling operations into strategic ports is a significant development. What criteria do you use to select these locations, and how do you tailor services to meet local demands?

 

The selection of strategic ports for the expansion of Inchcape’s chandling operations often begins with customer inquiries. Having an approved vendor list in various locations allows us to swiftly provide solutions, but the challenge lies in effectively communicating our capabilities to customers, ensuring they understand the breadth of services we offer.

 

Traditionally, port agents have provided chandling services on an ad-hoc basis, responding to last-minute requests from ships as they arrive. Our approach with the chandling solution, or ‘procurement as a service’, is to make this process more systematic, involving ourselves in the planned ordering of spares and stores rather than solely catering to emergency needs. This not only assists ships in port but also aids in preemptive planning, especially when vessels change course unexpectedly and require support in unfamiliar locations.

 

The selection of ports and tailoring of services hinge on understanding the diverse challenges our customers face. These challenges can vary widely, influenced by factors such as the size of the customer’s purchasing team, the number of contracts they manage, and the regularity with which they visit certain ports. We have identified around 60 ports that see regular activity from our clients, which have become focal points for our services. While sourcing a chandler in major ports like Singapore, Houston, or Rotterdam might be straightforward, our strength lies in providing reliable services outside these hubs, where finding quality support can be more challenging. Despite this, we’re also seeing increased demand in these major ports, highlighting our comprehensive capabilities and the trust clients place in our services.

Global Sustainability Strategy: Inchcape’s commitment to sustainability is commendable. How do you measure the effectiveness of your sustainability initiatives, and what are the key performance indicators?

 

At Inchcape, the foundation of our sustainability strategy is encapsulated in our code of conduct and, more specifically, our Supplier Code of Conduct. This sets the minimum standards we expect not only from our vendors but also from our partner agents globally. Given that we don’t operate in every location directly, it’s imperative that our representatives uphold the same sustainability standards as we do.

 

Measuring the effectiveness of these initiatives often presents challenges, as mere compliance on paper doesn’t necessarily equate to real-world application. To address this, we invest considerable effort in auditing and assessing our key vendors worldwide, ensuring they not only commit to our standards but actively embody them in their operations.

 

One of our primary Key Performance Indicators (KPIs) is the adherence to our business and supply codes of conduct, which reflect our sustainability and procurement expectations. Regular visits to our key vendors form another crucial part of our strategy, enabling us to conduct toolbox talks and demonstrate visible, felt leadership. These interactions are instrumental in conveying our values and ensuring that our sustainability standards are more than just a checklist, but a lived experience across our supply chain.

IMPA Act 2.0 and Industry Collaboration: How does IMPA Act 2.0 facilitate collaboration within the maritime industry, and what role does Inchcape play in promoting industry-wide sustainability through this initiative?

 

IMPA Act 2.0 primarily fosters collaboration between customers and their supplier networks within the maritime industry. While its direct influence on customer-to-customer collaboration may be less apparent, the initiative serves as a crucial bridge in aligning ship owners, managers, and their vendors on sustainability practices. Many industry stakeholders, often uncertain about how to approach sustainability, have found IMPA Act 2.0 to be an invaluable resource. The Act provides a comprehensive toolbox designed to navigate the complexities of sustainability in an industry traditionally characterised by analog processes.

 

This toolbox has become a pivotal platform for dialogue, enabling suppliers and customers to ensure mutual understanding and alignment, especially as regulatory pressures on sustainability intensify. For example, the focus on maintaining an inventory of hazardous materials is one of the many areas where IMPA Act 2.0 has raised awareness and facilitated industry-wide compliance and best practices.

 

Inchcape, aligning with the principles of IMPA Act 2.0, plays a significant role in promoting sustainability within the maritime sector. Our involvement goes beyond compliance; we actively engage with both our suppliers and customers to ensure a cohesive approach to sustainability. By advocating for and adhering to the guidelines and frameworks provided by initiatives like IMPA Act 2.0, Inchcape aims to lead by example, encouraging a more sustainable and environmentally responsible maritime industry.

Procurement Disruption and Innovation: You mentioned the maritime industry’s need for disruption and change in procurement. What innovative approaches is Inchcape implementing to lead this transformation?

 

While I must be cautious about divulging too much, I can share that Inchcape is actively engaging with technology disruptors to explore innovative procurement solutions. Our focus isn’t just on adopting new technologies for the sake of innovation; it’s about critically evaluating these advancements to enhance our procurement and purchasing strategies fundamentally.

 

A key area of innovation for us lies in managing costs and logistics beyond the major ports. It’s relatively straightforward to find chandling services in hubs like Rotterdam, Houston, or Singapore. However, the real challenge—and our differentiator—comes in providing cost-effective, efficient services in smaller or less frequented ports. Here, Inchcape stands out by not only offering procurement services but also overseeing the crucial ‘last mile’ delivery directly to the vessel, eliminating the need for intermediaries.

 

My background in chandling and subsequent experience with shipping owners like Maersk has highlighted the importance of transparency and efficiency in the procurement process. Traditionally, the visibility of an order diminishes once it reaches a local agent or airport, leaving purchasers in the dark until the goods are received on board. Inchcape aims to revolutionise this aspect by ensuring continuous transparency about the costs and status of orders, from procurement to delivery. Our approach provides a clear picture of the total cost of acquisition, including all logistics expenses, to the purchasing team ashore. This level of transparency and efficiency in managing the procurement and delivery process is central to our innovative strategy in transforming maritime procurement.

Personal Inspiration and Industry Passion: Having transitioned from various roles within the maritime sector to your current position at Inchcape, what aspects of your job inspire you the most, and how do you maintain your passion for the industry?

 

The greatest source of inspiration for me is the opportunity to work for a global entity like Inchcape, which allows me to engage with diverse cultures and people from different parts of the world. The chance to visit and interact with colleagues and customers globally is genuinely one of the job’s highlights. This exposure to varied cultures and business practices enriches my understanding and appreciation of the maritime sector.

 

Another aspect that fuels my passion is the emphasis Inchcape places on ethical governance and standards. It’s one thing to profess a commitment to strict ethics and codes, but at Inchcape, we truly embody these principles. The role of a Chief Procurement Officer (CPO) is rare in the supplier side of our industry, highlighting the value Inchcape places on procurement as a critical function. This contrasts with many sectors where procurement is undervalued.

 

My role at Inchcape transcends traditional procurement functions like contract management and cost-saving. It encompasses driving value through maximising supplier relationships, maintaining service standards, fostering innovation, and spearheading sustainability and ESG initiatives. Our procurement department operates with a commercial mindset, actively engaging with customers to manage risks and enhance the supply chain they depend on through us.

 

I find that customers appreciate engaging with procurement professionals who understand their challenges. Being able to sit down with a counterpart and discuss solutions beyond the usual sales pitch not only breaks down barriers but also adds substantial value. This direct approach allows us to address their needs more effectively, showcasing Inchcape’s commitment to driving change and delivering results in the maritime industry.

www.iss-shipping.com

In Association with:

Marina Offshore Pte Ltd, holding a prestigious Public Licence from the Maritime Port Authority of Singapore since 1998, has been at the forefront of providing top-notch towage services within the bustling Port of Singapore. With over 25 years of expertise in owning, managing, and operating tug boats, Marina Offshore has carved a niche for itself by offering marine and offshore support services characterised by reliability and excellence.

www.marinaebox.com   

SMS Towage, a leader in maritime excellence, delivers unparalleled harbour, offshore, and specialised towage services. Their fleet, highlighted by the powerful ASD tug Superman and the adept Marksman, guarantees unmatched precision and efficiency in vessel management. With strategic locations across key UK ports, including the Humber, Bristol Channel, Belfast, and Portsmouth, SMS Towage offers unwavering 24/7 support, embodying their commitment to client satisfaction, crew welfare, and environmental preservation.

www.smstowage.com

PSA Marine, a wholly owned subsidiary of PSA International, is a leading marine services provider with flagship operations in Singapore and Peru. Combining operational excellence with a forward-looking approach, PSA Marine’s business portfolio extends beyond its core businesses of towage and pilotage, to marine advisory, navigational audit, water supply to vessels, crew transfer in the offshore wind industry, and training and consultancy services.

www.psamarine.com

Ankaa

Portfolio Ankaa

Digital Transformation Revolutionises Maritime Recruitment: The Ankaa Success Story

In an era of digital innovation, the maritime recruitment industry faced a significant challenge: outdated systems ill-suited to its unique demands. Traditional applicant tracking systems struggled to handle the extensive vocational certifications required in the marine sector, while crew management systems were primarily focused on managing crew rather than the recruitment process. Recognising this gap, Clyde Marine Recruitment (CMR) undertook a mission to bridge it. We spoke with Ian Livingstone, Managing Director of CMR, to explore how the introduction of their proprietary system, Ankaa, has transformed marine recruitment processes and garnered positive feedback from seafarers and clients alike.

 

“Ankaa was born and delivered to fill a gap in the maritime recruitment space as there were no suitable ‘off-the-shelf products’. High street applicant tracking systems could not cope with the quantity of vocational certifications we require, and crew management systems were focused on managing crew, not recruitment.” says Ian.

 

Click below to access the digital brochure version

Challenges Addressed and Overcome

 

Ankaa’s development journey was marked by several challenges. CMR had to streamline time-consuming administrative processes, eliminate paper contracts, ensure fiduciary and KYC compliance, adapt to emerging GDPR legislation, and create a comprehensive system with an intuitive user experience. However, with determination and expertise, they overcame these hurdles.

 

“In 2020, as the COVID-19 pandemic emerged, CMR made a swift transition to a fully digital recruitment process. This transition was accompanied by the shredding of our legacy database of around 20,000 registered candidates, marking a pivotal moment.” Ian explains.

 

Clients and candidates warmly embraced the digital process, which was not only efficient but also GDPR compliant. CMR’s commitment to excellence was recognised at the Annual MLC audit, where auditors commended the ease of the audit process, thanks to Ankaa’s features, such as checklists, expiry alerts, real-time information, and a full audit trail.

 

Substantial Time Savings and Enhanced Efficiency

 

One of the standout achievements brought about by Ankaa is the remarkable 67% time savings on the preparation of joining paperwork. This equates to over 2,500 man-hours saved per year, allowing CMR to optimise its workforce and serve more clients effectively.

 

“In 2021, Ankaa introduced an employer module, revolutionising the review and issuance of Seafarer Employment Agreements. Company Directors can now make informed decisions based on vocational and experience data presented at the point of recommendation to employ. This module also integrates identity checks using biometric selfies, along with PEP, sanction, and watchlist screening.” Ian adds.

Ankaa Devices

Environmental Impact: Reducing Paper Consumption

 

The implementation of Ankaa had a substantial positive impact on CMR’s environmental footprint. The company reduced its paper usage within the office by an impressive 86% since the system’s launch. The recruitment team no longer relies on paper files, reducing the need for printing and toner. Moreover, CMR’s decision to stop accepting unsolicited paper CVs was primarily driven by GDPR compliance, as it required candidates to accept the data privacy policy.

 

“The ability to have remote access to the entire database significantly improved our out-of-hours service to clients. Staff had full resources at their fingertips, no matter where they were, and were no longer required to carry lists of available personnel at weekends or evenings. These files required constant updating and printing, creating a real administrative and security burden. The system has been pivotal in reducing the carbon footprint and improving our service delivery.” Ian explains

 

Security and Compliance: Protecting Seafarer Data

 

Ensuring the security of seafarer data is a top priority for Ankaa, especially in the context of GDPR and other global compliance requirements. The system employs the highest level of security on its servers, akin to the measures used by major banking institutions. Candidate profiles are shielded by two-factor authentication, providing an added layer of security. Data sharing, such as sending shortlisted candidates to clients, is conducted via secure, password-protected URLs that expire after a set time. Ankaa’s use of ID verification through biometric selfies adds an extra level of security, cross-referencing candidates against global sanction lists.

 

“The use of ID verification using a biometric selfie ensures that we have verified that this candidate is who they say they are, and can be cross-referenced across global sanction lists adding an extra layer of security for our clients too.” Ian states.

Future Enhancements: Streamlining the Recruitment and Crew Management Process

 

Ankaa is constantly evolving to meet the changing needs of the marine recruitment industry. One notable upcoming feature is the development of a single digital profile within a community app. This innovation will streamline applications with different agents and employers, simplifying the process for seafarers. Additionally, Ankaa plans to offer services beneficial to seafarers within the community app, such as health and fitness resources, medical centres, training providers, and social partner connections.

 

“Ankaa has been listening to the challenges posed to seafarers of having to make multiple applications with different agents or possible employers. The requirement to have multiple profiles is time-consuming and complicated and as such a single digital profile is being developed within a community app to interface with any company using an Ankaa solution.” Ian elaborates.

 

Challenges Faced and Overcome

 

CMR encountered several challenges in the marine recruitment industry before adopting Ankaa. Maintaining accurate candidate details, dealing with paper CVs that quickly expired, and handling extensive administrative tasks were some of the hurdles. Ankaa’s digital profiles have transformed this landscape. Candidates can now update their information directly on the app, ensuring that recruiters always have access to the most current data. This has significantly reduced administrative hours in CMR’s offices.

 

“As the data is managed by the candidate, there has been a significant decrease in administration hours in the offices.” Ian explains.

Personal Insights: Witnessing the Impact

 

For Ian Livingstone, the Managing Director of Ankaa and Clyde Marine Recruitment, witnessing the growth and success of both companies since Ankaa’s launch has been immensely rewarding. CMR’s streamlined administration has allowed staff to focus on more productive tasks, ultimately improving the company’s bottom line.

 

“Watching Ankaa continue to develop has been a highlight. The system, as it stands now, is leaps and bounds beyond where we started in 2016. It’s a pleasure to offer time-saving, more efficient systems to companies in the industry facing the same recruitment and crew management challenges we’ve experienced.” Ian emphasises,

 

Envisioning the Future of Marine Recruitment

 

As Ankaa integrates further with larger crew management systems via API, the maritime recruitment landscape is set to transform. The Community App will become a versatile platform, offering secure digital profiles for seafarers, job advertisements, and a range of seafarer-focused services and social partner interactions. Ankaa’s straightforward crewing solution will cater to smaller owners and managers, complementing the recruitment solution.

 

Ankaa’s vision extends to partnerships with technology specialists to enhance its capabilities and services further, reinforcing its commitment to excellence in the maritime recruitment industry.

 

Ankaa has become a leader in revolutionising marine recruitment for the digital age. With dedication to innovation, efficiency, and sustainability, Ankaa empowers seafarers, streamlines recruitment processes, and leads the industry into a more connected future.

 

https://ankaa.com/

Monjasa

Portfolio Monjasa

Harbouring Innovation: Monjasa’s App Journey with Michael Bruun Østergaard

 

Join us in a conversation with Michael Bruun Østergaard, Group IT Director of Monjasa, as he unveils the journey behind Monjasa’s innovative app. Integrating real-time data from their global tanker fleet, the app marks a significant leap in maritime technology. Michael discusses overcoming development challenges, enhancing industry transparency, and the app’s role in Monjasa’s commitment to sustainability and efficiency.

 

Click below to access the digital version

Can you describe the journey and challenges involved in developing the Monjasa App, especially in terms of integrating real-time data flows from your global tanker fleet?

 

Challenging the status quo has been an integral part of Monjasa since our establishment in 2002 as a newcomer in the industry. In the early years mostly in a commercial sense, but later on also across maritime operations, introduction of ISO management systems and IT developments. And when we initially started envisioning a complete digitalisation of the process surrounding bunkering, it seemed far-fetched for many in the industry and in Monjasa.

 

Back then, vessels were not online like they are today. Many vessels in our fleet were running on slow satellite connections, which would offer the performance of a typical internet connection onshore back in the 1990s. This was not uncommon, and as such, it was hard to imagine a world where we could bring real-time insight of what was going on during a bunker operation into the hands of those involved onshore.

 

It was not that companies did not want this level of transparency, but it was tough to imagine strong data flows from the vessels.

 

A lot has happened to the connectedness of the world since then – not only technological advances like Starlink, but the expansion of 4G networks and the development in availability and lower costs of traditional satellite communication also play a big part.

 

Because of this, we began the journey of transparency through technology by focusing on structure and access to bunker price indications, as this does not rely on fleet internet performance. The first release of Monjasa’s fuel price indications went live in late 2020 and was an internal tool only that allowed our trading community to share and update price indications in a more structured manner.

 

Building on this successful platform adoption, we opened this data to also include our customers in 2022. This allowed our traders to invite their customers into the same ecosystem where they can now self-service price indications and initiate the actual inquiry process from our app. We launched a pre-release of the app during a customer event in Copenhagen in early 2022, and building on customer feedback at this event, we managed to secure a partnership with OMJ to provide customers with real-time market updates in addition to our price indications.

 

In early 2023 we then launched the current version of the Monjasa app and started onboarding ship owners to the platform.

 

How do you see the Monjasa App transforming the oil and shipping industries, particularly regarding transparency and efficiency?

 

The Monjasa app is a window into the heart of our operations. We are pushing digitalisation to the limit and our ultimate ambition is to provide complete end-to-end transparency across our operations as fast as the satellite technologies allow us to do it. We know for a fact that many other parties across the marine fuels industry have been following our developments closely since this transformation truly supports more efficient shipping operations. And that is something that all ship owners are looking for.

Monjasa Shipper in the UAE Copy right Monjasa

What has been the feedback from ship owners and charterers on the Monjasa App, and how has it influenced their decision-making process?

 

We have received very positive feedback from some of the ship owners who have been using the app for more than a year now. For instance, Royal Caribbean Cruise Line highlighted that instead of exchanging multiple messages about individual fuel orders, the app provides them with full transparency across all the transaction and logistic details related to the deliveries.

 

The app provides accurate CO2 emissions data. How does this feature align with Monjasa’s commitment to sustainability and environmental responsibility?

 

Running a responsible business and ensuring thorough ESG reporting is an opportunity to make a difference in a carbon-heavy industry like ours – and our individual and joint carbon footprints are critical metrics needed. We already have CO2 reporting available on our platform, but we will be making it even stronger and more accessible for integration. This involves allowing customers to pull information directly from our platform into their own ESG reporting by offering customer-facing APIs for system-to-system integration. In other words, Monjasa’s customers will find it natural to receive accurate emission numbers related to a single fuel supply and integrate it into their own Scope 1 reporting.

Could you elaborate on how the real-time supply notifications work and the benefits they bring to your clients?

 

For most of 2023, we have been busy preparing for the next significant leg of the journey, aiming to make the world smaller by bridging the gap between onshore and offshore workplaces. This is achieved by connecting our fleet with our customers through what we call real-time deliveries.

 

This initiative allows customers real-time insight into the progress of their fuel delivery as we bring statements of facts directly to the customer’s mobile phone. Real-time deliveries also provide live onboard camera feeds from the vessel during delivery, as well as access to the official documents of the delivery as soon as both parties have signed them. This approach elevates personal business to a new level and shortens the processing time of all the details that come after the actual delivery.

 

These steps will help prepare our fleet and our customers for a fully digital process, eliminating the need to print, sign, and scan documents in the near future.

 

Coupled with access to all the customers’ trading history with Monjasa, the app offers the customer a ‘one-stop’ platform and strengthens collaboration across operation, crew, customer, and trader.

 

Are there any upcoming features or enhancements planned for the Monjasa App that you can share with us?

 

We will continue to live our value of curiosity by listening closely to customer feedback and adapting the platform to their requirements without compromising our vision of transparency and personal business. And while not making any promises, I can disclose a couple of initiatives we are currently investigating.

 

Firstly, we are exploring customer fleet management through integration with AIS providers. This would bring the location of a customer’s entire fleet into the customer cockpit, allowing for a better overview and easier bunker procurement planning.

 

Secondly, data democratisation is a significant aspect of transparency. We are currently investing in how we can open access to crucial information for everyone. This involves moving parts of our platform outside the fence of authentication to simply offer insight to everyone through our public website.

As the Group IT Director, how do you see the role of IT evolving in the bunkering industry, especially with the increasing demand for real-time data and digital solutions?

 

None of this is possible without our IT department understanding the world of bunkering. The more insight we have into every step of our process – whether that is the importance of the relations we have with our customers, the challenge of multitasking a bunker operation, or the details that go into an actual bunker delivery onboard a chemical tanker – the better equipped we are to design, develop, and deploy a system that caters to our customers’ specific needs.

 

Finally, what advice would you give to aspiring IT professionals who are interested in entering the maritime and energy sectors?

 

 

Observe and navigate, stay curious and ambitious, and also remember to respect the traditions of our industry, as most of these are there for good reasons.

 

Overall, I believe we are in for a change in the expectations of information flows, connectedness, and transparency – just like we have seen other industries undergo similar changes, such as the taxi industry disruption by companies like Uber and Careem, the commercial flight industry disruption by companies like Expedia, and the hospitality industry disruption by companies like Airbnb and Hotels.com.

 

With the advancements of our digital platform, we are trying to stay ahead of the curve – adapting to our customers’ expectations and requirements as fast as we can by building a tool that will complement the bunker industry without demanding radical changes in operation or commercial model.

 

Our platform will be a solid foundation for new ideas on how to work even closer to prepare the bunkering industry for the significant changes we currently see on the horizon as the industry prepares for a future that is less reliant on fossil fuels.

 

We welcome the challenge and believe Monjasa is in an excellent position to help the industry navigate these changes; curiosity and ambition are in our DNA, and with our 20 years of experience in the industry, we have the knowledge and respect needed to drive digital transformation in a global and complex industry.

 

https://monjasa.com/

YOT LTD

Portfolio YOT

Empowering the Maritime Industry with Cutting-Edge Technology: The YOT Ltd Revolution

Welcome to YOT Ltd (Your Onboard Technologies), a reputable and innovative supplier in the maritime industry. Founded by Ryan Porter and Kris Cardona, YOT Ltd is driven by a passion for technology and a customer-centric approach. With a strong commitment to excellence, they have established themselves as a trusted partner, delivering cutting-edge solutions to meet the evolving needs of their clients in the maritime IT sector. Join us as we dive into their journey and the remarkable impact they’ve made in the industry.

 

Click below to access the digital brochure version

Sailing Towards Success: The Evolution of YOT Ltd

 

YOT Ltd’s story started with a clear vision and a commitment to excellence. From its modest beginnings, the company grew and evolved, swiftly becoming a trusted and dependable supplier in the maritime industry. YOT Ltd’s dedication to customer satisfaction, trust, and reliability distinguished them from other suppliers in the market. While YOT Ltd initially focused on catering to the yachting technology world, the company expanded its reach to new markets that showed great interest in their offerings. Recognising the demand for innovative technology solutions across various industries, they decided to extend their support to integrators and supply companies.

 

“We could have chosen the conventional path and become another technical integrator in the maritime industry. But our vision was broader – we wanted to work alongside as many integrators as possible. We didn’t want to compete; instead, we aimed to collaborate with them. That’s why we serve integrators and supply companies, extending our support to a wider audience.” says Kris.

 

Their commitment to serving a broader audience paid off, and YOT Ltd soon found itself collaborating with clients from shipping companies, offshore oil and gas industries, commercial vessels, and more. The company’s ability to adapt to different needs and provide tailored solutions further solidified their reputation as a go-to technology partner.

 

Serving as an Asset: Delivering Value to Clients

 

YOT Ltd, the ethos of providing value goes beyond just being a product supplier; they aim to be an indispensable asset to businesses. This dedication to delivering value is reflected in their customer-centric approach and responsiveness to clients’ needs. When clients partner with YOT Ltd, they can trust in the company’s technical knowledge and dedication to supporting them every step of the way.

 

“We go above and beyond to be a solid partner our clients can rely on.” Kris affirms.

 

This commitment to their clients’ success has resulted in strong and lasting relationships, where YOT Ltd is seen as an extension of their clients’ own teams.

 

Standing Out in a Sea of Suppliers

 

In the fiercely competitive IT supply industry, YOT Ltd distinguishes itself by being a high-end IT concierge service, placing great emphasis on reactivity and speed. Their team’s collective skills and alignment towards the same goal enable them to stand out as a supplier that consistently delivers results.

 

“What sets us apart is our deep understanding of our clients’ needs and our availability to assist them. Whether it’s during regular business hours or on a Sunday night at 11 pm, we’ll be there for our clients because many of our team members have sat in our clients’ shoes and know what is needed.” Kris adds.

YOT LTD team at work

Mission: Speed and Simplicity

 

YOT Ltd’s mission statement encapsulates two core pillars of their service: speed and simplicity. In a rapidly moving technology landscape, they deliver complex solutions with a focus on simplifying the process for their clients, ensuring smooth procurement and timely delivery.

 

“Technology never sleeps, and we recognise the time constraints our clients face. We’re committed to being fast and efficient, ensuring that products ordered before 4 pm are delivered the next day across the EU. Our mission is to clear the fog and make technology solutions simple for our clients.” Kris states.

 

Building Strong Partnerships: The Backbone of YOT Ltd

 

For YOT Ltd, building lasting partnerships with their clients is of paramount importance. They recognise the unique needs of each business and take a flexible and customer-centric approach to cater to those needs. This dedication to building trust and delivering exceptional value ensures long-term satisfaction and success.

 

“Every business is unique, and we tailor our offerings to meet their specific goals. We prioritise building trust and delivering exceptional value to our clients, empowering them to thrive in an ever-changing digital landscape.” says Kris.

 

The company’s commitment to building strong relationships extends beyond just their clients; they also nurture a sense of camaraderie with their suppliers. By maintaining strong partnerships with leading technology brands, YOT Ltd ensures that they provide top-of-the-line products and support to their clients.

 

YOT Ltd’s Powerful Platform: Enhancing the Customer Experience

 

YOT Ltd’s website, www.yotstore.com, serves as a one-stop destination for a wide array of products from leading technology brands. Beyond the website, they offer a robust customer portal known as YOT Portal, which provides clients with easy access to essential services and information. YOT Portal is the one-stop system for all things hardware, licences, accounting, and a game-changer for their clients, empowering them with an abundance of tools at their fingertips, accessible anytime they please. This powerful platform enhances the overall customer experience, offering convenience, efficiency, and seamless communication with YOT Ltd’s team.

 

“Our customer portal is a powerful tool that includes everything our clients could need. It enhances communication and collaboration, offers access to self-service resources, and provides timely updates on inquiries. It empowers our clients with greater control and transparency over their interactions.” Kris highlights.

 

Certified Expertise: A Key to Superior Service

 

As an official partner to renowned brands, YOT Ltd is fully accredited to support their equipment. This certification ensures they possess the latest knowledge to effectively support their customers, optimising equipment within clients’ solutions for the best results.

 

“Certifications are essential for maintaining up-to-date expertise, enabling us to offer the latest features and product lines. It reflects our commitment to excellence and professionalism, allowing us to provide comprehensive and high-level support.” Kris elaborates.

 

The Pursuit of Innovation: Staying Ahead of the Curve

 

At YOT Ltd, innovation is at the core of everything they do. The company thrives on continually exploring new technologies and trends to provide forward-thinking solutions to their clients. Their passionate team of tech enthusiasts invests time in research and development, creating a dynamic environment that benefits both the company and its clients.

 

“Innovation is at the core of what we do. We stay ahead by investing in research, exploring new ideas, and embracing emerging technologies. Our dedication to innovation ensures our clients receive cutting-edge solutions that keep them competitive. “Kris emphasises.

 

Charting the Course Ahead: YOT Ltd’s Vision for the Future

 

As YOT Ltd sails ahead in the maritime and IT industries, their vision remains steadfast – to be the leading technology supplier and a trusted partner for businesses across various sectors. The company aims to further expand its reach and deliver innovative solutions that solve complex challenges faced by their clients.

 

“We want to be at the forefront of technology advancements, constantly evolving to meet the changing needs of our clients. Our mission is to be a reliable and innovative partner that helps businesses thrive in an increasingly interconnected world.” says Kris.

 

With their dedication to excellence, a customer-centric approach, and a passionate team driving their success, YOT Ltd is poised to leave an indelible mark in the maritime and IT industries, navigating the waters of technology with confidence and purpose.

https://www.yotltd.com/