DOCSLIB.ORG

Information Management for Container Lines

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Information Management for Container Lines WORLD MARITIME UNIVERSITY Malmö, Sweden INFORMATION MANAGEMENT FOR CONTAINER LINE Case study for container line of Lithuanian shipping company (LISCO) between ports in Lithuania, Belgium and Germany By AUDRIUS DRUNGILAS Lithuania A dissertation submitted to the World Maritime University in partial fulfilment of the requirements for the award of the degree of MASTER OF SCIENCE in SHIPPING MANAGEMENT 1999 Ó Copyright Audrius Drungilas, 1999 Audrius Drungilas 1999 DECLARATION I certify that all the material in this dissertation that is not my own work has been identified, and that no material is included for which a degree has previously been conferred on me. The contents of this dissertation reflects my own personal views, and are not necessarily endorsed by the University. ....................................................... (Signature) ........................................................ (Date) Supervised by: Name: Patrick Donner Office: Associate Professor, Shipping Management World Maritime University Assessor: Name: Bernard Francou Office: Associate Professor, Port Management Institution: World Maritime University Co-assessor: Name: Mr. Eskil Engholm Office: Manager Institution: Engholm Consultancy AB, Rydebäck, Sweden Dissertation Page ii Audrius Drungilas 1999 ABSTRACT Title of Dissertation: Information management for container line. Case study for container line of Lithuanian Shipping Company (LISCO) between ports in Lithuania, Belgium and Germany. Degree: MSc The dissertation is a study of information management in today’s shipping industry, analysing the developments of information technology (IT) and its effect on the functioning of the shipping industry and LISCO in particular. A brief look is taken at the need for information in shipping and general sources of this information are identified. The need for proper management of information is examined and the developments in the areas of electronic data processing (EDP), electronic data interchange (EDI) and Internet were analysed. Due to the rapid developments in the information technology, there are new opportunities and threats arising every moment. A number of international projects are looking at the legal and technical aspects of these developments and the study conducted has identified and analysed the biggest problems related to the shipping industry. The example of the way information is managed in the real shipping company and its container line is based on the case study for the container line of the Lithuanian Shipping Company. Finally, the summary of findings and the recommendations on how information management in the LISCO Conline can be improved are given. KEYWORDS: Information management, Information technology, Container line, LISCO, EDI, IT. Dissertation Page iii Audrius Drungilas 1999 TABLE OF CONTENT Declaration...............................................................................................................ii Abstract....................................................................................................................iii Table of Contents .....................................................................................................iv List of Tables ...........................................................................................................vi List of Figures ..........................................................................................................vii List of Abbreviations................................................................................................viii 1. Introduction...........................................................................................1 2. Information in shipping ........................................................................4 2.1. Need for information 6 2.1.1. Legal aspects ........................................................................7 2.1.2. Commercial aspects .............................................................8 2.2. Sources of information.....................................................................9 2.2.1. Ship information...................................................................9 2.2.2. Office information................................................................10 2.2.3. Trading information.............................................................12 2.2.4. Market information...............................................................12 2.2.5. Legislation and regulations ..................................................13 3. Information management.....................................................................14 3.1. Need for information management ..................................................14 3.2. Information and communication technology...................................16 3.2.1. Electronic Data Processing...................................................17 3.2.2. Electronic data interchange ..................................................21 3.2.3. Internet..................................................................................23 4. Recent developments of IT and IM .....................................................27 4.1. Legal developments .........................................................................27 4.2. Technological developments............................................................29 4.2.1. Security.................................................................................29 4.2.2. Speed and availability of the networks.................................31 4.3. Other developments .........................................................................33 Dissertation Page iv Audrius Drungilas 1999 5. Lithuanian shipping company (LISCO) and LISCO Container line...........................................................................36 5.1. Lithuanian shipping company (LISCO)...........................................36 5.1.1. Overview..............................................................................36 5.1.2. Fleet structure.......................................................................38 5.1.3. Management structure..........................................................39 5.2. LISCO Conline.................................................................................40 5.2.1. Overview..............................................................................40 5.2.2. The route...............................................................................42 5.2.3. Employed and potential fleet................................................42 5.2.4. Management .........................................................................43 6. Information management for the container line between ports in Lithuania, Belgium and Germany .......................................................44 6.1. Information infrastructure................................................................44 6.1.1. Port of Klaipeda ...................................................................45 6.1.2. Port of Antwerp....................................................................46 6.1.3. Port of Bremen/Bremerhaven...............................................48 6.2. Information flow and its management in LISCO Conline ...............50 6.2.1. Lithuanian shipping company..............................................51 6.2.2. Agent in the port of Klaipeda ..............................................53 6.2.3. Agent in the port of Antwerp ...............................................54 6.2.4. Agent in the port of Bremen.................................................55 6.3. Internet and LISCO Conline ............................................................55 7. Conclusions ............................................................................................59 7.1. Information management in the shipping industry..........................59 7.2. Information management in LISCO and LISCO Conline................61 Bibliography .............................................................................................................64 Annex I. MARTRANS related projects..........................................................68 Annex II. LISCO Organisational chart.............................................................73 Annex III. Characteristics of the 'Vytautas' type vessels...................................74 Dissertation Page v Audrius Drungilas 1999 LIST OF TABLES Table 3.1 Transaction overview of APL’s information exchange........................ 24 Table 4.1 Electronic commerce related security countermeasures. ..................... 30 Table 4.2 Satellite communication providers....................................................... 32 Table 5.1 LISCO financial figures for the period of 1995-1997.......................... 37 Dissertation Page vi Audrius Drungilas 1999 LIST OF FIGURES Figure 2.1. Growth of World Sea borne fleet. ..................................................... 4 Figure 2.2. “The onward march of communications through time” .................... 5 Figure 2.3. Communications in cargo handling................................................... 6 Figure 3.1. Growth of Maritime software providers and software packages........................................................................ 20 Figure 3.2. Screen shot of the APL’s customisable web service “HomePort”.................................................................... 25 Figure 5.1 Container handling through the ports of east coast of the Baltic Sea in 1998. ..................................................................
Load more

Recommended publications
  • Legal and Economic Analysis of Tramp Maritime Services
    EU Report COMP/2006/D2/002 LEGAL AND ECONOMIC ANALYSIS OF TRAMP MARITIME SERVICES Submitted to: European Commission Competition Directorate-General (DG COMP) 70, rue Joseph II B-1000 BRUSSELS Belgium For the Attention of Mrs Maria José Bicho Acting Head of Unit D.2 "Transport" Prepared by: Fearnley Consultants AS Fearnley Consultants AS Grev Wedels Plass 9 N-0107 OSLO, Norway Phone: +47 2293 6000 Fax: +47 2293 6110 www.fearnresearch.com In Association with: 22 February 2007 LEGAL AND ECONOMIC ANALYSIS OF TRAMP MARITIME SERVICES LEGAL AND ECONOMIC ANALYSIS OF TRAMP MARITIME SERVICES DISCLAIMER This report was produced by Fearnley Consultants AS, Global Insight and Holman Fenwick & Willan for the European Commission, Competition DG and represents its authors' views on the subject matter. These views have not been adopted or in any way approved by the European Commission and should not be relied upon as a statement of the European Commission's or DG Competition's views. The European Commission does not guarantee the accuracy of the data included in this report, nor does it accept responsibility for any use made thereof. © European Communities, 2007 LEGAL AND ECONOMIC ANALYSIS OF TRAMP MARITIME SERVICES ACKNOWLEDGMENTS The consultants would like to thank all those involved in the compilation of this Report, including the various members of their staff (in particular Lars Erik Hansen of Fearnleys, Maria Bertram of Global Insight, Maria Hempel, Guy Main and Cécile Schlub of Holman Fenwick & Willan) who devoted considerable time and effort over and above the working day to the project, and all others who were consulted and whose knowledge and experience of the industry proved invaluable.
    [Show full text]
  • Team Tankers Management AS
    Team Tankers Management AS Formerly Eitzen Chemical ASA Annual Report 2014 Table of Contents Description of the Company ................................................................................................................................... 4 Introduction to the chemical tanker market .......................................................................................................... 9 Board of Directors’ report .................................................................................................................................... 14 Statement of responsibility .................................................................................................................................. 22 Consolidated Income Statement .......................................................................................................................... 23 Consolidated Statement of Comprehensive Income ............................................................................................ 24 Consolidated Statement of Financial Position ...................................................................................................... 25 Consolidated Cash Flow Statement ...................................................................................................................... 26 Consolidated Statement of Changes in Equity ..................................................................................................... 27 Notes to the Financial Statements ......................................................................................................................
    [Show full text]
  • Volume Contracts of Affreightment – Some Features and Principles
    Volume Contracts of Affreightment – Some Features and Principles Lars Gorton 1 Introduction ………………………………………………………………….…. 62 1.1 General Background ……………………………………………………… 62 1.2 Some Contractual Points …………..……………………………………... 62 1.3 Frame Agreements ………………………………………………………... 64 1.4 Some General Points Related to Distributorship Agreements and Volume Contracts ………………………………………. 66 1.5 Some Further Overriding Points ……………………………………….…. 67 2 Contract Forms ………………………………………………………………… 68 3 Law, Contract and Terminology ……………………………………………… 69 4 The SMC Rules on Volume Contracts ……………………………………..…. 70 5 Characteristics of COA’s ……………………………………………………… 71 6 The Generic Nature of the COA ………………………………………………. 72 7 Some of the Parameters of the COA ………………………...……………….. 76 7.1 The Ships Involved Under the Volume Contract ………………………… 76 7.2 Time Elements in Connection with COA’s ………………………………. 76 7.3 Cargo and Cargo Quantity and Planning of Voyages ………………….… 77 8 Breach and Consequences of Breach …………………………………………. 78 8.1 Generally, Best Efforts and Cooperation …………………………………. 78 8.2 Consequences of the Owners’s Breach …………………………………... 78 8.3 Consequences of the Charterer’s Breach …………………………………. 78 9 Some Comparisons with Distributorship Agreements in English Law ….…. 78 10 Some COA Cases Involving “Evenly spread” ……………………………….. 82 10.1 “Evenly spread” …………………………………………………………... 82 10.2 Mitigation of Damages …………………………………………………… 85 11 Freight, Demurrage and Similar ……………………………………………… 88 11.1 General Points ………..…………………………………………………... 88 11.2 Freight Level ……………………………………………………………..
    [Show full text]
  • The Master's Degree Program in Technical Management Middle- Or Top-Level Technical Supervisors
    ROBERT J. THOMPSON and ALEXANDER KOSSIAKOFF THE MASTER' S DEGREE PROGRAM IN TECHNICAL MANAGEMENT The JHU/ APL Technical Management Program is designed to help scientists and engineers become successful managers. Management is presented as an art that the student learns by solving problems in a simulated management role under the tutelage of experienced managers, as well as by lectures, reading, and class discussion. This article presents the curriculum and describes the distinctive features of the in­ structional approach. INTRODUCTION A graduate program in The Johns Hopkins Univer­ course is taught by two instructors and several guest lec­ sity G. W. C. Whiting School of Engineering leading turers, exposing the students to a broad range of ex­ to the degree of Master of Science in Technical Manage­ periences and iewpoints. ment is now in its ninth year at the JHU/ APL Educa­ The students are generally mature scientists and en­ tion Center. The program is also offered at the Uni er­ gineers who ha e fi e or more years of professional ex­ sity's new Montgomery County Center. Its objecti e is perience and who have recently made or expect to make to assist professional scientists and engineers, who ei­ the transition into management. They are drawn from ther have already assumed management responsibilities a broad cross section of the neighboring technical com­ or who aspire to a future career in management, in de­ munity and show considerable diversity in education, veloping their skills for effectively managing technical work experience, and viewpoint. projects and directing the efforts of technical profession­ als.
    [Show full text]
  • Shipping Management Simulation Game for Teaching and Learning in Higher Education: a Quasi-Experimental Study
    Malaysian Journal of Learning and Instruction: Vol. 16 (No. 2) Disember 2019: 155-186 155 How to cite this article: Mohd Radzi, S. H., Tan, W. H., & Yusoff Shipping Management Simulation Game for Teaching and Learning in Higher Education: A Quasi-Experimental Study. Malaysian Journal of Learning and Instruction, 16(2), 155-186. SHIPPING MANAGEMENT SIMULATION GAME FOR TEACHING AND LEARNING IN HIGHER EDUCATION: A QUASI- EXPERIMENTAL STUDY 1Shanizan Herman Mohd Radzi, Wee Hoe Tan & Amri Yusoff School of Quantitative Sciences, Universiti Utara Malaysia, Malaysia 1,2&3Faculty of Art, Computing and Creative Industry Universiti Pendidikan Sultan Idris, Malaysia 1Coresponding author: [email protected] Received: 28/2/2019 Revised: 8/10/2019 Accepted: 15/10/2019 Published:24/12/2019 ABSTRACT Purpose – This study examines the effects of a simulation board game for teaching and learning shipping management in higher education. A framework of comprehensive shipping operations is developed according to the syllabus of the Shipping Management course at Universiti Utara Malaysia. The course core content in the game covers two main services—liner services and tramp services in the shipping industry. Methodology – A quasi-experimental research design was adopted to measure the effectiveness of the board game in giving students some understanding about shipping operations. Data were gathered from a sample of 73 undergraduate students enrolled in a Shipping Management course, using a non-equivalent control group design. The data were analysed using the McNemar Test to determine the level of understanding in shipping operations. Findings – It was found that using the board game in learning activities contributed to the improvement of students’ knowledge 156 Malaysian Journal of Learning and Instruction: Vol.
    [Show full text]
  • An Example of Service Intermediaries in the Maritime Industry Agnieszka Nowinska CBS INO [email protected]
    Paper to be presented at the DRUID Academy conference in Rebild, Aalborg, Denmark on January 21-23, 2015 Opening the Black Box of Intermediation: an example of Service intermediaries in the Maritime Industry Agnieszka Nowinska CBS INO [email protected] Abstract Business model innovation and strategic use of relational capital: shipping intermediaries as an example Agnieszka Nowinska Copenhagen Business School Year of enrolment: 2014. Expected end: 2017. Email: [email protected] This paper attempts to answer how external environmental factors affect intermediating firms within the maritime industry â?? the middlemen that plays a very important role in the sector. The category encompasses firms such as liner and port agencies, freight forwarders and shipbrokers, who link shipping companies with customers, regulatory authorities and suppliers. So far only fragmented information is available on the general value creation strategies of these intermediaries and their behaviour towards the environmental pressures, with the main contributions stressing competitive pressures and demanding customers. The aim of this paper is to use empirical research to increase our knowledge of this topic. The maritime industry is an example of a highly dynamic sector within which the premium for efficiency erodes fast. It is characterized by the complexity of its operations and its value chain, by its global character and by volatility. As such, the industry offers an interesting and generalizable environment for research. Moreover, the choice of the middleman, an intermediary in the value chain, as the object of study, offers additional insights into the complex industry and value chain dynamics. This paper draws on qualitative data originating with interviews with industry representatives and can also be regarded as a preliminary approach to a broader project.
    [Show full text]
  • MBA (Shipping & Logistics)
    MBA (Shipping & Logistics) FIRST YEAR MSPL 10 MANAGEMENT FUNCTIONS AND BEHAVIOUR BLOCK I Evaluation of Management Theory – Scientific, classical theory – Behavioral school – Hawthorne experiments – Systems Approach – Management roles – Management skills – Management functions. Planning – Process – Organisation structure and design – Departmentation Delegation and Decentralisation – Decision making – Importance, process and techniques. BLOCK II Staffing – Recruitment, Selection and training – Communication – Process – Barriers and breakdown in communication – Electronic media in communication – Coordination – Control process – Control techniques and Information technology. BLOCK III Individual behaviour – Implications – Perception and learning – Motivation – theories and applications – Monetary and non-monetary rewards – Attitudes – Theories of attitudes – Job satisfaction and its effect on employee performance – Personality – Determinants – Theories. BLOCK IV Group behaviour – Group dynamics – Leadership – Theories and styles – Conflict and negotiation – Organisation culture – Organisation effectiveness. BLOCK V Organisation change – Manager as a change agent – Organisation Development – O.D. interventions – Organisation Behaviour in global scenario – Future trends in Organisation Behaviour REFERENCES Principles of Management - Koontz O Donnell Essentials of Management - Koontz O Donnell & Weihrich Management - Stoner, Freeman & Gilbert Management - Robins, Coulter Organisational Behaviour - Stephen. P. Robbins Organisational Behaviour
    [Show full text]
  • The Role of Carriers, Ports and Third Parties in Liner and Bulk Shipping
    THOMAS ROSLYNG OLESEN VALUE CREATION IN THE MARITIME CHAIN OF TRANSPORTATION THE ROLE OF CARRIERS, PORTS AND THIRD PARTIES IN LINER AND BULK SHIPPING CROSS-DISCIPLINARY AND PROBLEM-FOCUSED RESEARCH AND EDUCATION IN THE MARITIME INDUSTRY CONTEXT PUBLISHED BY: CBS MARITIME DECEMBER 2015 [email protected] WWW.CBS.DK/MARITIME PHOTOS: FRONT PAGE PHOTO: SCANPIX/IRIS PAGES 9, 19: SCANPIX/IRIS PRODUCTION: CBS MARITIME GRAPHIC PRODUCTION: SKABELONDESIGN A/S ISBN: 978-87-93262-01-0 CONTENTS CONTENTS INTRODUCTION ................................................................................................................................................................................ 4 PURPOSE AND METHODOLOGY .......................................................................................................................................................... 5 THE CARRIER: THE SHIPPING COMPANY OR SHIP OPERATOR ............................................................................................................... 10 THE ROLE OF (INDEPENDENT) THIRD PARTIES .................................................................................................................................... 13 THE LINK BETWEEN THE CONSIGNOR AND THE SHIPPING COMPANY .................................................................................................... 14 AGENTS OF AFFREIGHTMENT IN LINER SHIPPING .......................................................................................................................... 14 The Freight Forwarder
    [Show full text]
  • Best Practice Ship Management Study 2013 Fraunhofer CML
    In cooperation with Best Practice Ship Management Study 2013 Fraunhofer CML Foreword Ship managers are under increasing pressure. Overcapacities in the market are driving charter rates down. Ship owners face higher costs to finance vessels. Ship operators fight for cargo and drive down their main cost block, which is fuel. Ship managers sit in the middle and have to look after more and more for the same management fees to gain owners management contracts. At the same time lie the requirements on availability of the vessels. Quality and safety of operations, management and treatment of crew and transparency of costs spend are increasing. GL and Fraunhofer CML experts conducted a study involving about 100 ship managing companies across the globe to find out what they are doing to improve their operations and what they consider as “best practice” in the industry. “Best practice” in this study comprises all approaches, procedures, business models or tools that ship managers are using to do their business smarter, safer and greener, i.e. to be on top of competition. We invite the reader of this study to check these best practices against his own operations and get inspiration and ideas on additional improvement areas. Especially in the process and supporting tools part, we see a Iot of hidden potential that will make a big difference in costs, quality and/or speed of a ship manager. We wish you find some interesting points in this study. Enjoy reading! Prof. Dr.-Ing. Carlos Jahn Dr. Torsten Büssow Head of Fraunhofer Center for Head of Maritime
    [Show full text]
  • Q1 2019 2 Okeanis Eco Tankers Okeanis Eco Tankers Q1 2019 Report 3
    CONDENSED CONSOLIDATED INTERIM FINANCIAL INFORMATION Q1 2019 2 OKEANIS ECO TANKERS OKEANIS ECO TANKERS Q1 2019 REPORT 3 Okeanis Eco Tankers Corp. Reports Unaudited Interim Condensed Results for the Daily TCE (Time Charter Equivalent) First Fiscal Quarter of 2019 Daily time charter equivalent (TCE) rate is an alternative performance measure of the average daily revenue generated by a vessel. TCE rate is a shipping industry performance measure used HIGHLIGHTS primarily to compare period to period changes in a shipping company’s performance despite changes in the mix of charter types (such as time charters, voyage charters) under which the • Time charter equivalent (“TCE”) revenue and adjusted EBITDA of $14.9 million and $9.0 vessels may be employed between the periods. TCE rate is calculated by dividing revenue, million, respectively. Profit for the quarter of $0.5 million or $0.02 per share (basic & diluted). less voyage expenses and commissions, by the number of operating days (calendar days less • Fleetwide TCE rate of $23,600 per operating day; Suezmax TCE rate of $21,900 per aggregate technical offhire days) for the relevant time period. Our method of calculating TCE operating day and Aframax TCE rate of $25,800 per operating day. rate may not be the same as the one used by other shipping companies. • Daily operating expenses (opex) of $7,162 per calendar day, including management fees. • In January 2019, Okeanis Eco Tankers Corp. (“OET” or the “Company”) entered into a sale and Under IFRS 15, in a voyage charter (or spot) agreement, revenue recognition and performance lease back arrangement with Ocean Yield Malta Limited for the re-financing of M/T Milos.
    [Show full text]
  • Shipbroking + Technical + Logistics + Environmental
    Braemar Shipping Services plc Annual Report 2009 Shipbroking + Technical + Logistics + Environmental At any moment in time, The Group is divided into across the globe, Braemar’s four operating divisions: businesses are ensuring Shipbroking, Technical, that goods and materials Logistics and Environmental. are delivered effi ciently and These work together to offer a safely for their clients. unique combination of skills for clients, at any time, anywhere Our clients are located all over in the world. the world and we serve them from an international network Braemar is constantly looking of offi ces. for new ways to help clients by expanding geographically and by adding complementary services that make us an increasingly valuable partner. -12 -11 -10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 Contents GMT-6 1 Highlights 2 How our business works Houston 4 Chairman’s statement 6 Chief Executive’s review Braemar Steege receives 58% 18 Financial review more instructions 20 Board of Directors 21 Report of the Directors 26 Corporate Governance 29 Remuneration Report 33 Independent auditors’ report 34 Consolidated income statement 35 Balance sheets 36 Cash fl ow statements 37 Statements of changes in equity 38 Notes to the consolidated fi nancial statements 64 Five year fi nancial summary 66 Shareholder information 67 Offi ces and contacts For more information: www.braemarplc.com Highlights Results for the year ended 28 February 2009 Pre-tax profi t Cash generated from Adjusted profi t before tax £m* Adjusted earnings per share pence Up 10% operating activities 09
    [Show full text]
  • Shipping and Port Management) -2011-12 Onwards – SDE Page 1 of 10
    MBA (Shipping and Port Management) -2011-12 onwards – SDE Page 1 of 10 BHARATHIAR UNIVERSITY : COIMBATORE 641 046 MBA (Shipping and Port Management) (SDE- Annual Pattern) (For the SDE students admitted from the Academic Year 2011-12 onwards) Paper No Name of the Subject Marks First year :- Common syllabus of MBA (SDE) Second Year:- 2.1 Ship Management Practice 100 2.2 Chartering 100 2.3 International Maritime Organisation 100 2.4 Ports and Terminal Management 100 2.5 Ship Agency Management 100 2.6 Shipping Laws 100 2.7 Shipping Finance and Insurance 100 2.8 Maritime Business 100 2.9 Strategic Management 100 Total 900 Note: For First year, the scheme of Examinations and syllabi of MBA(SDE) from the academic year 2011-12 be followed. Eligibility : Any Degree or Equivalent Duration : Two Years MBA (Shipping and Port Management) -2011-12 onwards – SDE Page 2 of 10 Second year 1. SHIP MANAGEMENT PRACTICE Unit I – Shipping Company Structure: Organization of a shipping company – Roles of Commercial, Technical & Crewing departments – In house vs outsourcing of Ship Management functions – Ship Registries, National vs Open Registries – Ship Classification societies Unit II – Commercial Operations: Commercial operations related to voyage – Chartering – Voyage estimates – Time charter yield calculations – Bunkering operations – Factors affecting vessel performance – Post fixture Management – Lay time calculation – Demmurage , Despatch calculation Unit III – Technical Management : Technical Management – Ship acquisition methods – Induction of a vessel in the fleet – Planned maintenance & emergency repairs – Dry-docking and annual / special surveys – Management of ship spares Unit IV – Crew Management : Crew Management – Manning regulations, international conventions viz.
    [Show full text]