OPERASIONAL

PELAYARAN
Ganding Sitepu

Program Pascasarjana Unhas

2019
 Fundamentals of Ship Management
Ref: I.D. Visvikis, 2017

1. The Regulatory Environment

2. Energy Efficiency
3. Measuring and Assessing Ship Management Performance
a. Ship Management Contracts
b. Business Performance Management
c. Key Performance Indicators
i. Human Resources
ii. Entvironmental
iii. Safety
4. Conclution
1. The Regulatory Environment

• Economic and environmental benefits in the global shipping

chain

• Safety has become of paramount importance

• International legislation for safety and pollution prevention.

• IMO  MEPC and MSC

•  MARPOL 73/78 and SOLAS 74/78

2. Energy Efficiency

• World fleet of more than 59,000 merchant ships

operates hamper energy efficiency
• Cost reduction and environmental protection
• Changing ship design and ship operation can be
pursued in a cost-effective manner.
• ‘Slow-steaming’ as service speed is the most common
influence for fuel consumption
• Reduction of time spent in port
3. Measuring and Assessing Ship Management
Performance

The performance of a ship manager :

• ability to fulfil contractual obligations (as a minimum
standard of performance)
• achieve goals and objectives dictated by contemporary ship
management practice and customer expectations.
• must have a comprehensive framework to measure and
manage ship management performance with key
performance indicators
• quantitative assessment.
3. Measuring and Assessing Ship Management
Performance

Ship Management Contracts

• The agreements are signed between shipowners and ship

managers
• The agreement : the manager will maintain, inspect, crew
and equip the vessel; keep books; attend to the claims; make
calculations; and otherwise attend to the commercial
operation of the ship.
• The owner will cover the ‘manager’ for all his expenses and
also pay some compensation
3. Measuring and Assessing Ship Management
Performance
Business Performance Management

• satisfaction, confidence and trust of customers;

• long-term customer relationships;
• stability of income, increased revenue and shareholder
satisfaction (profitability);
• confidence of financial institutions towards the company
(banks, investors, funds);
• quality and efficiency in ship management and shipping
operations;
• health, safety and the environment;
• employee competence and satisfaction;
• technology and innovation.
3. Measuring and Assessing Ship Management
Performance
Key Performance Indicators

• Performance indicators are essential tools, whether a shipping

business is on the right course
• The international association of ship managers (Intermanager) and,
The KPI Association (KPIA) developed a performance framework
• This framework has seven Shipping Performance Indices (SPIs):
1. Environmental Performance,
2. Health and Safety Performance,
3. Human Resource (HR) Management Performance,
4. Navigational Safety Performance,
5. Operational Performance,
6. Security Performance and
7. Technical Performance.
Key Performance Indicators
i. Human Resources
• ability to relieve crew on time’ (related to crew planning), as well as to avoid
violations of rest hour regulations.
• ‘HR deficiencies’ represents the company’s recorded during external
inspections and audits.
• ‘Cadets per vessel’ expresses the ship operator’s efforts to take on cadets.
• The KPI is measured by the ‘average number of cadets per vessel’, the ratio
between the ‘total number of cadets under training with the ship
management company’ over the ‘total number of vessels’.
• The ‘officer retention rate’ shows the company’s ability to retain officers
within the organisation.
• The ‘average officers experience rate’ KPI represents the average experience
of the officers currently on board the vessel.
• The KPI ‘training days per officer’.
Key Performance Indicators
ii. Entvironmental

• The ‘ballast water management’ KPI measures the degree

to which vessels adhere to applicable rules and regulations.
• The target value for this KPI should be to achieve zero
violations.
• The ‘contained spills’ KPI demonstrates the ability of the
company to avoid bulk liquid spills, which, however, do not
reach the environment.
• The target value for this KPI is zero spills, and this
performance is consistent across all types of vessels.
Key Performance Indicators
iii. Safety

• The KPI ‘Port state control performance’ considers the number of PSC
inspections with zero deficiencies as a percentage of the total PSC
inspections.

• Consequently, a value of one indicates a perfect score, and a value of zero

indicates that all inspections recorded at least one deficiency.

• The KPI ‘Health and Safety deficiencies’ expresses the company’s ability to
avoid health- and safety-related deficiencies recorded during external
inspections and audits.

• The KPI ‘Lost Time Injury Frequency’ shows the company’s ability to
protect the crew against injuries and deaths.
Conclusion