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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. -
Artificial Neural Networks in Freight Rate Forecasting
LJMU Research Online Yang, Z and Mehmed, EE Artificial neural networks in freight rate forecasting http://researchonline.ljmu.ac.uk/id/eprint/10666/ Article Citation (please note it is advisable to refer to the publisher’s version if you intend to cite from this work) Yang, Z and Mehmed, EE (2019) Artificial neural networks in freight rate forecasting. Maritime Economics and Logistics. ISSN 1479-2931 LJMU has developed LJMU Research Online for users to access the research output of the University more effectively. Copyright © and Moral Rights for the papers on this site are retained by the individual authors and/or other copyright owners. Users may download and/or print one copy of any article(s) in LJMU Research Online to facilitate their private study or for non-commercial research. You may not engage in further distribution of the material or use it for any profit-making activities or any commercial gain. The version presented here may differ from the published version or from the version of the record. Please see the repository URL above for details on accessing the published version and note that access may require a subscription. For more information please contact [email protected] http://researchonline.ljmu.ac.uk/ Artificial Neural Networks in Freight Rate Forecasting Abstract Reliable freight rate forecasts are essential to stimulate ocean transportation and ensure stakeholder benefits in a highly volatile shipping market. However, compared to traditional time series approaches, there are few studies using artificial intelligence techniques (e.g. artificial neural networks - ANNs) to forecast shipping freight rates, and fewer still incorporating forward freight agreement (FFA) information for accurate freight forecasts. -
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 ...................................................................................................................... -
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 …………………………………………………………….. -
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. -
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. -
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. -
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 -
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 -
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 -
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. -
Review of Maritime Transport, 2004
UNITED NATIONS CONFERENCE ON TRADE AND DEVELOPMENT Geneva REVIEW OF MARITIME TRANSPORT, 2004 Report by the UNCTAD secretariat UNITED NATIONS New York and Geneva, 2004 ii Review of Maritime Transport, 2004 NOTE The Review of Maritime Transport is a recurrent publication prepared by the UNCTAD secretariat since 1968 with the aim of fostering the transparency of maritime markets and analysing relevant developments. Any factual or editorial corrections that may prove necessary, based on comments made by Governments, will be reflected in a corrigendum to be issued subsequently. * * * Symbols of United Nations documents are composed of capital letters combined with figures. Use of such a symbol indicates a reference to a United Nations document. * * * The designations employed and the presentation of the material in this publication do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area, or of its authorities, or concerning the delimitation of its frontiers or boundaries. * * * Material in this publication may be freely quoted or reprinted, but acknowledgement is requested, with reference to the document number (see below). A copy of the publication containing the quotation or reprint should be sent to the UNCTAD secretariat at: Palais des Nations, CH-1211 Geneva 10, Switzerland. UNCTAD/RMT/2004 UNITED NATIONS PUBLICATION Sales No. E.04.II.D.34 ISBN 92-1-112645-2 ISSN 0566-7682 Contents, Introduction and Summary iii CONTENTS