Evaluation Of A Senior Management Role With Profit And Loss Accountability Within The Maritime Industry

Ingalls Shipbuilding understands the objectives and functional requirements. However, the action items, time, and cost to execute become a new challenge. The below action items are recommended to implement the strategy and minimize risk.

During my tenure with NTB, I have undertaken complex engineering and project work within the boundaries of the Navy Technical Regulatory Framework (NTRF) to successfully deliver technical products and services for the acquisition and sustainment of Minor War Vessels (MWV) for the RAN. In the naval context, these includes specification and validation of compliance with Platform System Requirements for the current and future ships through the development of material specification for maritime capability certification assurance process and provide technical naval system advice to naval community that is accurate, on time and pragmatic.

Ocean Carriers is evaluating a proposed lease for a ship over three years starting in 2003. Currently, Ocean Carriers does not have any ships that are available to meet this customer demand. This report will assist VP of Finance Mary Lynn to make a decision on whether or not to commission a new carrier and how long to hold on to this asset.

The Yellowtail Marine, Inc. case combines corporate and industry data with an "in-basket" exercise. It focuses attention on the difficulties of Robyn Gilcrist – the newly appointed President – to efficiently managing the company’s daily operations while at the same time developing a corporate strategy. Robyn Gilcrist has taken over as CEO a few days after the death of Olaf Gunerson, Yellowtail’s founder and former owner. Therefore, there was no proper hand-over for Gilcrist.

(NSY) had been providing parts and services to the Mega-Yacht Industry since receiving their initial seed capital in 2000. The Mega-Yacht industry provided an attractive opportunity for NSY. Although the industry was small by comparison, serving only 10,000 vessels, it generated in excess of $1 billion in economic activity annually, divvied amongst the new build, and maintenance, refit and repair business sectors (Mark & Mitchell, 2003, p. 48). The industry’s supporting cast included captains and crews, owners, management companies, procurement agents, yacht builders and repair entities, brokers, and local husbanding agents. Although unknown to the firm at its inception, consultants in 2002 forecasted the mega-yacht industry would see annual growth of 6%, with the potential for even better numbers in the short-term (Mark & Mitchell, 2003, p. 48).

Were there any inappropriate risks that should not have been taken? How can these be identified and mitigated on future shipbuilding initiatives?

On 23 February 2009, the Australian government announced the Inspector of Transport Security would ‘assess the current security arrangements covering Australian crews and ships’ and ‘investigate the impact, or potential impact, of piracy on Australian registered and international trading ships including their crews and passengers.

During the month of April, the Risk Consultants (RCs) spent a considerable amount of time planning to execute their delivery of the tanker rollover package in the Northeast. Each trip includes meeting with the business owner to review the material and hopefully with drivers to do a safety meeting. Currently, there are 19 trips scheduled with approximately 14-18 meetings per trip. Barring any unforeseen circumstances, this plan should complete the assignment by the end of September. While this project is being completed, it will be challenging to grow the consulting opportunities with MRs and clients. So far the most difficult aspect of the initiative is to reach the clients and arrange a mutually acceptable time to

1 - What is the role of Customs and Border Protection (CBP) in securing trade in maritime ports?

Pertinently to determine the overall aspects of the regional transportation development, the probable outlook of such infrastructure need to be highlighted. Such outlook, would in particular support this paper's discussion concerning the inland link project. As a part of this methodology, special attention were given to the actual long haul freight capacity of the freight rail line from Melbourne to Brisbane. Conceivably the most advantage of this rail project, is its ability to transfer appropriate agriculture and related facilitation.

By the practical knowledge and new perspective that I gain through this post-graduate program, I will proactively apply the planning, technical concepts in analyzing, and the principles underlying port transportation management in my workplace.

Ocean Carriers Inc. is a shipping company specializing in the operation of capsizes bulk dry carriers. In January 2001, the vice president of finance for Ocean Carriers was evaluating a contract proposal. In the proposed contract, Ocean Carriers would lease one ship to a client for a three year time frame. The customer would begin utilizing the ship in 2003. In 2001, Ocean Carriers did not have a ship that would meet the needs of this customer, and thus was considering purchasing a new capsize carrier to be leased to the customer. The vice president of finance for Ocean Carriers was also interested in looking at the corporate policy of scrapping a vessel after 15 years, even though such vessels have a product life of 25

Master of Engineering (Hons) with 10+ years experience working in organisations to provide the drive and energy needed to ensure teams achieve ever stretching production and efficiency goals. Keen eye for reducing costs, introducing Six Sigma, Kaizen, Lean manufacturing Quality Management Systems, whilst governing ISO 14001:2004, ISO 9001 and other standards. Representative of safety in the workplace, achieving full turnarounds in previously at-risk areas. Experience in multiple software types including SAP, AutoCAD, Matlab, CATIA, PamCrash, ProEngineer, and more. Effective leader and mentor.

The maritime industry represents one of the oldest, and most integrated, networked industries. Given the importance of maritime trade, regulations, traditions and laws represent hundreds of years of maritime cases, while at the same time the industry remains fairly dynamic, as evident by the changes as the result of the next shipwreck, trade agreement/dispute, or new technology. This complexity depends upon balancing existing laws and traditions with emerging regulatory oversight against the desire to allow global commerce growth makes maritime shipping an interesting case study regarding network economics.

As part of Wilmar’s integrated business model, it owns a fleet of vessels which caters primarily to in-house needs. The fleet improves the flexibility and efficiency of it’s logistics operations. The shipping operation is managed by Raffles Shipping Corporation Pte Ltd, a subsidiary of