Trans RINA, Vol 156, Part C1, Intl J Marine Design, Jan - Dec 2014
restricts its operational capability, which in turn compromises the ability to win contracts and make repayments to the vessel funder. In the worst case if the boat owner has to liquidate its vessel asset, does it have a market value or a legacy use or will it be technically obsolete. Furthermore OE suppliers need to be considered strategically since if they go bust will the aftermarket service and availability of spares leave the vessel inoperable. These are a few simple examples but they go to show how all the stake holders are interlinked. By design and market forecasting many of these questions can be answered by undergoing a “what if process”, leading to financial success.
3.1 VESSEL SCOPE AND DESIGN BRIEF FOR COMPETITIVE ADVANTAGE.
In the previous sections we have dealt with the strategic advantage requirements of specifying the vessels type and its position in the market both present and future state. Once the strategic advantage has been determined the competitive advantage has to be determined. The KPM methodology in figure 3.12 details a model.
3.1(a) Asset adaptability
Once the vessels size and type has been determined from the strategic point of view the owner or designer needs to consider asset adaptability and how the asset life can be extended to render optimum payback. For example ; questions that may be asked that influence this pivotal
only get a 4 year contract but the vessel finance is over 10 years?; what
decision process may include ; what if I if the day rate drops due to new
technology vessels with lower operating costs,?;what if the politics change. These are a few of many questions but the net result is what to do with the vessel if any of the latter occur truncating the intended operational use [17, 19, 21 & 22].
3.1(b) Primary Function
The paradigm is that the energy companies want increased
capability and overall
with
performance lower
costs, yet in order to achieve these there has to be a trade off
on other vessel capabilities. A good example is the SWATH hull form which has excellent sea keeping and stability but is less capable for the transfer of cargo and heavy loads. Whilst vessel technology is developing at a very fast rate it is unlikely that there will be a one size fits all. History has shown that with product designs
there are very few that have total capability. In addition by concentrating on a very high level of specialization the question need to be asked if it is reducing the ability of the vessel to be used in other markets.
3.1(c) Fleet strategy.
Consideration needs to be given into how the vessel in question fits into the operator’s fleet strategy in order to meet the Charter companies’ requirements. For example a mix of different size vessels some with primary function for crew transfer, some with primary load carrying capability and a swath for heavy weather transfer. This balance of fleet operating capability needs to be determined at the strategic level to meet the stakeholder expectations or vision.
3.1(d) Budget.
The budget for the vessel needs to be determined as a platform from which to design. If the specification has been undertaken with a degree or thoroughness then this budget should. The worst situation is that there is technical creep which leads to overrun in costs. At all times the design should be benchmarked against the cost reduction by design summary.
3.1(e) Charter advantage.
A clear understanding needs to be gained to determine why the vessel being specified will be employed over other vessels on the market. In general industry, this is also known as product differentiation. For example; the vessel may differentiate its self on comfort, speed and low fuel consumption, changing room facilities etc. This
should be
holders expectations and direct where the investment in the vessel should be placed.
3.1(f) Regulation and Legislation.
Working to the bare minimum requirements whilst giving a low cost vessel has many disadvantages and whilst Class certification is expensive, it does allow the Vessel asset to have a global capability. In addition it also has a charter advantage due to safety concerns but also a guarantee to the finance stake holders that the vessel is made to an international standard and can be sold on the international market if repossessed. Over the last few years there has been a trend to have vessels class certified, and this growth is expected to continue as more safety demands are put in place. The current limit of 12
passenger certification is now being
challenged with operators wanting to carry up to 24 passengers which pushes the vessel into HSC 2000. The certification to HSC standard is more expensive and has restrictions on operating capability, and will need to be addressed by the regulating authorities to
differentiation could be any combination and determined by understanding the stake
©2014: The Royal Institution of Naval Architects
C-125
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170 |
Page 171 |
Page 172 |
Page 173 |
Page 174 |
Page 175 |
Page 176 |
Page 177 |
Page 178 |
Page 179 |
Page 180 |
Page 181 |
Page 182 |
Page 183 |
Page 184 |
Page 185 |
Page 186 |
Page 187 |
Page 188