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06 July 2025 - Year XXIX
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FORUM of Shipping
and Logistics


Special Interest Group on Maritime Transport and Ports
a member of the WCTR Society

INTERNATIONAL WORKSHOP
Genoa - June 8-10, 2000



STRATEGIC CHOICES FOR SMALL BULK SHIPPING COMPANIES
IN THE POST ISM CODE PERIOD

Ioannis N. Theotokas
Department of Shipping Trade and Transport
University of the Aegean
2a Korai Str., 82100 Greece
Email: gtheotokas@stt.aegean.gr
   
Eleftherios D. Katarelos
Department of Shipping Trade and Transport
University of the Aegean
2a Korai Str., 82100 Greece
Email: e.katarelos@stt.aegean.gr


1. INTRODUCTION

The new regulatory framework that has been imposed mainly by IMO in world shipping in the last few years has created a new environment for shipping companies. The complete implementation of these regulations will further differentiate companies' external environment. Shipping companies wishing to remain competitive in the market must be prone to adapting to this change. For a certain number of companies adaptation will be easily achieved either because they have already moved towards this, applying safety & quality systems or because their structural characteristics allow this. This does not apply, however, to a large proportion of shipping companies, whose structural characteristics might impose hindrances to the adaptation process. This article is aimed at defining the influence of the new environment to the latter group that is for small sized companies.

The trend towards consolidation also apparent in bulk shipping over recent years (Chorinou, 1999), did not differentiate proportionately the structure of all markets or segments of the industry. This is especially true for dry bulk shipping markets, as liquid and other specialized markets like chemicals, have already lived the consolidation effects. However, this is an ongoing process whose termination cannot be predicted. Nowadays, small sized companies operate a great proportion of bulk shipping fleet. This is especially true for Greek-owned shipping. According to the latest figures, 45% of companies operate one or two ships (Naftemporiki, 4/5/200). Having this in mind, it is logical to suppose that Greek-owned shipping will be affected by this change, unless companies succeed in adapting to the requirements of the new shipping environment. In other words, as environment defines strategy, a large proportion of Greek-owned shipping companies might find themselves in a dilemma regarding their strategy.

The second aim of this paper is to produce a methodology, which will help shipowners/decision makers to analyze and evaluate the external and internal environment of their companies and to select and implement the proper strategy. The basis of this methodology is the combination of Minimum Standards and the Reliability Curves System and the Cost/Reliability and Investment Choices/Reliability Matrices.


2. THE PRE ISM CODE ERA

In the pre-ISM Code era, companies based their competitiveness on their ability to produce low cost services. Sletmo and Holste identified three generic strategies for shipping companies, that are absolute competitive advantage, differentiation and specific adaptation to customer needs. (G. Sletmo-S.Holste, 1993) If a company covers with its ships the major trade routes, it could implement either the strategy of absolute cost advantage or that of differentiation. If its market coverage are in special niches of the market, the strategy of specific adaptation to customer needs would be more appropriate. The driving forces in the shipping industry have been historically minimal charter hire and minimal operating cost (Thorstensen-Shield, 1996). This is more apparent in case of bulk shipping, which is built around minimizing unit cost (Stopford 1997). Furthermore, other structural characteristics of bulk shipping eliminate the strategy selection. For a bulk shipping company that covers with its ships the major trade routes, the only viable strategy is that of absolute cost advantage. (Theotokas, 1997). Quality, although present in these days, was rarely perceived as the main source of competitive advantage, but instead as a factor that contributed to the strengthening of the low cost advantage. Differentiation based on the quality of the service did not allow companies to differentiate its freight rates.

Social responsiveness was a matter of choice for the companies of the self-regulated bulk shipping. For a certain number of companies, quality and safety were values as elastic as the achieved cost level(Theotokas-Alexopoulos, 1998). Since there was a lack of market mechanism for the definition of the lowest acceptable cost level, numerous shipping companies strove to preserve their competitiveness through lowering their costs and consequently their safety and quality standards. However, there were also companies that strove for competitiveness being simultaneously socially responsible, that is, applying to self imposed minimum safety and quality standards. In this environment they were allowed to base their competitiveness on their core competencies applying governance and operational systems that served their aim, being simultaneously part of what we could call quality shipping. Here, in our opinion, the basic environmental change arrives. What was voluntarily applied will be strictly enforced, depriving companies from the flexibility which was the core of their competency.



3. THE NEW SHIPPING ENVIRONMENT

A key factor for the analysis of competitive position of every company is the environment in which it operates. Determination of a suitable strategy for a company begins in identifying the opportunities and risks in its environment (Andrew, 1998). At the same time a critical task is the internal analysis of the company, which will allow the assessment of its strengths and weaknesses in order to maximize the former and minimize the latter. In other words internal analysis is the task of identifying its resources and capabilities that contribute to the creation of its core competencies, i.e. the critical bundle of skills that an organization can draw on to distinguish itself from its competitors (Miller, 1998).

The external and internal analysis is extremely useful for shipping companies especially in nowadays, as several changes have evolved differentiating basic structural characteristics of bulk shipping markets. These changes are mainly related to the imposition of a series of regulations that intend to improve the whole performance of the industry regarding safety and quality. The 90's were the decade of regulation for shipping. OPA' 90, ISM Code, STWC, are just a few of the new regulations that have been imposed during those years. However regulations imposed either by governments or by international organizations such is IMO can be an important factor affecting who can hold a competitive advantage.,Also changes in this arena can alter competitive standing of the industry (Miller, 1988). Considering this side effect of regulations it is expected that competitive standing in shipping will also be altered, as we will explain shortly.



3.1 THE POST ISM CODE ERA

The changes that ISM and other regulations will bring to bulk shipping markets are expected to be substantial. The complete application of these regulations is expected to create a more formal approach to what is called social responsiveness of shipping companies. Safety and quality will be central values and their application pre-requisition for every shipping company in the new environment. This is of-course a very positive evolution for the shipping industry, although it is not without repercussions. The new environment is expected to create opportunities for a certain number of companies whereas it will be a threat to others. What would be the effects for a shipping company is not necessarily related to its attitude towards social responsiveness. Certainly for those companies that had already embarked on the development of quality management systems the new environment will be considered as an opportunity. For them, new regulations are simply a way of meeting the challenge. However, there exists a certain number of shipping companies, mainly of small and medium sizes, with the same attitude towards social responsiveness whose ability to respond to it, will unavoidably affect their competitiveness. In other words, they will be obliged to operate following specific procedures in order not to just comply to the values of safety and quality but to also certify their compliance and to stay in the business. For these companies the new environment can be considered as a threat, since no compliance could gradually lead them out of the market while imperfect compliance could lead to decreased competitiveness. This is, in our opinion, the change that will differentiate the shipping environment and the factor that will alter the competitiveness in the shipping industry.

In the post-ISM Code era the implementation of minimum safety and quality standards will define the way the shipping companies operate and manage their business. A particular way of organization and management will simultaneously affect the minimum operating cost level of companies that apply to them. In other words, the minimum standards will redefine the conditions of competitiveness for all companies. For companies that were already familiar with quality management systems the effect will not only be minimal but it will also create conditions for further expansion. For those companies that without applying formalized and structured quality systems, produced quality services, the competitive standing will change. They will be enforced to abandon cost effective practices that helped them to be competitive, without necessarily being substandard. (Theotokas-Alexopoulos, 1998).


3.2 THE FORTHCOMING FORMAL SAFETY ASSESSMENT

The expected introduction of Formal Safety Assessment (FSA) (Kuo,1998) for the evaluation of safety standards will complete the framework through the imposition of Reliability Standards. FSA may be seen as consisting of the identification of hazards; the assessment of risks associated with these hazards; ways of managing the risks identified; a cost-benefit assessment of the options identified in managing risks; and decisions on which options to select. All marine transportation systems comprise of three interacting components (Ronald - Moriati, 1990):

  • the ship and her equipment (the hardware - HWR)
  • the rules and regulations, codes of practice, operating procedures and casualty records and statistics (software SWR)
  • and the personnel involved, both afloat and ashore (humanware - HR).

In a previous paper of one of the co-authors (Angelis-Katarelos, 2000) a System Reliability (Spiegel, 1975)assessment method has been developed, which is based on Reliability Curves. Reliability is expressed as a function of three factors and hence its graph is 3-dimensional. But, to simplify things we combined the first two factors into one, namely HSR, expressing the reliability of both Hardware and Software (Figure 1).

Figure 1



The Reliability Curves and the Company's Options Square

All attainable reliability levels lie on Reliability Curves restricted by a square O'O''EZ. The square contains minimum and maximum levels. The latter of course, although realistic seen from a cost-benefit analysis view, cannot be easily identified. Every point in a given Reliability Curve expresses the same reliability although resulting from different combinations of the factors.

A shipowner may choose for his vessel any point within the Options Square. In doing so, he decides on the level of Reliability (and hence Safety) he wants for his ships. Also he decides on the combination of HSR and HR he will use in order to achieve this level, subject of course to the constraints that minimum acceptable standards are satisfied. Therefore shipping companies are able to define their own particular Reliability Curve (RC). The System Of Minimum Reliability Standards means that for a company to remain competitive in the market, its Reliability Curve must be at least above the minimum level, namely in Company' Options Square.



4. THE RELIABILITY MATRIX AS DECISION MAKING TOOL

One of the uses of the developed decision making model is to determine the control options of FSA method. In other words, to help the decision maker in preparing his strategic plan by taking into account the market in terms of supply- demand (Mitropoulos, 1998), and the company's market positioning (Karlof-Ostoblom, 1993) on one hand and safety on the other. The decision maker is able, to know in advance the minimum/maximum standards and therefore is able to decide where to place his ship according to his corporate and marketing strategy, while of course always satisfying minimum standards.

Supposing that the market compensates for quality, then it is the company that will decide in which quarter of the matrix of Figure 2 it will place itself. Company's decision is of course influenced by the vulnerable character of the freight markets. This placement helps the company to evaluate the various alternatives of its own position against those of its competitors. Therefore the use of that matrix allows the placement of the company's alternatives in terms of strategy and helps in decision making.


Figure 2

Safety and Quality Matrix based on Reliability curves


The higher the achieved standards of any of these three factors, the higher the RC of the company will be. At the same time, the higher the RC, the higher the cost for the company will be. At this point, however, economies of scale emerge as the increase in reliability and cost are not proportionate. For example, a company that operates sufficient number of ships has the ability to employ a pool of seamen and recruit them onboard the same ship. Furthermore, it can afford the cost of internal training procedures thus upgrading its seamen qualifications. This ability allows the company to achieve the highest level of "Humanware" compared to a smaller company which operates two ships and cannot follow the same policy. Furthermore, this difference allows the former company to be in a higher position in the RC than the latter, despite both facing the same manning costs. Since higher RC leads to increased competitiveness, it is evident that competitiveness for every shipping company will be based on its ability to achieve a higher RC with minimum cost.

This approach is dictated by of the market, according to which the charterers are only willing to pay for the minimum standards. The increased quality does not provide to shipowners increased freight rates (Goulielmos-Giziakis). Charterers are indifferent about higher standards when they cost more so choose the ships that combine the lowest costs while simultaneously offering standards above the minimum. Especially in the case of dry bulk market, the almost perfect competitive character of the market does not seem to perceive quality as crucial for the fixing of freights. As Thanopoulou and Tamvakis state "any indications towards freight rate differentiation depending on quality are still too sporadic to revolutionize our current perception of the dry bulk carrier market". The Erica case and the dispute that arose has also indicated that charterers in liquid bulk shiping are not always interested in quality vessels if they cost more (Efoplistis).

Under these circumstances smaller companies are expected to become less competitive, especially in periods of low demand. In those periods charterers choose vessels that offer minimum cost combining it with higher quality, that is companies which are able to be positioned on the upper level of the safety matrix. Smaller companies are not able to meet these criteria because of their inability to exploit economies of scale in achieving high RC. This inability becomes more intense because of the structural characteristics of these companies related to their fleet age, that is their hardware. Of 376 small Greek-owned shipping companies with one or two ships, 302 of them (80,3%), operate ships whose age is above 20 years old (Neftemporiki). They could increase their reliability by achieving higher RC through humanware and software. These two factors, however, are definitely dependent on the companies' size. Their present status imposes hindrances to that aim. Certainly, even during the pre-ISM period size was a factor that defined competitiveness for small companies and gave to shipmanagement companies a considerable boost (Spruyt p.43-44). In that period however, small companies were able to apply cost effective solutions based on their flexibility. The post-ISM period deprives them from this ability and affects their competitiveness especially during periods of low demand.

However, they could remain competitive in the market no matter what the level of supply and demand will be, only if they adapt to the requirements that the new shipping environment imposes on the shipping companies, that is only if they succeed in achieving improved reliability at minimum cost levels. This can be better achieved if they move towards strategic decisions that will allow them to exploit economies of scale and to overpass their structural characteristics that reduce their competitiveness, thus simultaneously preserving those that are related to their capabilities.



5. STRATEGIC CHOICES FOR SMALL SIZE COMPANIES

The strategic choices that are available to small shipping companies wishing to increase their reliability and to remain competitive in the market no matter what the level of demand would be, except of course to remain in the same position, that is independent, are the following:

  • To assign technical management of their fleet to a shipmanagement company
  • To move toward strategic alliances with other, preferably bigger companies
  • To merge with other small companies

Decision makers must arrive at one of the above choices after having successfully completed the analysis of the external environment and the internal analysis of their firms. Each choice offers numerous advantages and disadvantages to companies, which could not be examined or mentioned in this analysis.

Independence does not help them to overpass the difficulties of the new shipping environment unless internal development is pursued as a method to obtain the critical mass. However, as we shall shortly see, independence as a selection either of stability or of internal development, might offer a few advantages to the companies if it is properly combined with their investment strategy.

Assignment of technical management of ships to shipmanagement companies is a choice free of any cultural implications and at the same time it secures for the companies the achievement of higher reliability, through the increase of the HWR and SWR. Furthermore, it allows companies to retain their flexibility in the sale and purchase market. However, this choice will not drastically reduce their cost level as it will be achieved by paying fees to shipmanagers. These fees will not necessarily be less than their present technical management cost. In addition, it will force them to assign an element that is related to one of their core competence, that is their cost effective technical management.

The third choice is to look for a strategic alliance with a preferably bigger company. By forming an alliance, companies will have the ability to coordinate their activities in order to improve their competitiveness. This choice will allow small companies to obtain access to the value chain of the bigger company and to have their cost reduced. Furthermore it will ensure that the company accesses wider information channels. On the other hand alliance presupposes also mutual leadership and decision making (Papadakis, 1999), a fact that could eliminate small shipowners' ability to retain the commercial management of their ships and to deliberately apply the strategy of buying and selling ships. Moreover, it can not be considered certain that the alliance will lead to the increase of the reliability of the company, which is the other target of this selection. Factors that might cause obstacles to this aim are the non-permanent character of the alliance, the level of integration between the companies and also the compatible cultures or managerial styles.

The last choice concerns the merger with other small and medium size companies in order to obtain the critical mass. This is a choice of long run commitment, whose benefits will be also gained in advance. Following this choice they will form a corporate structure based on the equality of the partners and will benefit from the synergy effects. Forming mergers, they will be able to combine their core competencies, that is their cost effective technical management and at the same time exploit the economies of scale in order to improve their humanware and software and to increase their reliability. One critical factor for the success of this choice is the entrepreneurial philosophy of shipowners and the prevailing organizational culture of the companies which might create disagreement regarding power and control. However, as the merger will be based on the basis of equality, these obstacles can be eliminated.

Based on the level of reliability that is desirable for each company and on the cost level that is pursued to be achieved we can draw the matrix 2 (Figure 3) whichshows that each choice gives certain combinations of cost and reliability. However as the choice of each company will be strongly affected by its investment strategy, it is necessary to include this parameter in the analysis. The investment strategy is critical for the survival and development of a shipping company due to the vulnerability of the markets. Timing is the factor that defines the potential of investments. There are two types of strategy that allow the exploitation of timing. The first is that of "beat the market" buying and selling ships in the short run and the second, that of long run selling of transport services. In the first strategy profits are mainly derived from sales and purchases of ships while in the second from the trading of ships.(Hope & Boe) It is evident then that the choice of a company is strongly related to its investment strategy. For a company whose profits mainly come from the sales & purchases, either cost level or reliability are factors of secondary importance. As it has been stated, in this case companies' reserves allows both the finance of the vessels' operation and the exploitation of the chances in the s&p market during periods of low freight rates (Goulielmos, 1999). On the contrary, for a company that is more interested in trading its ships, cost level and reliability are of primary importance. Matrix 3 (Figure 4) embodies this additional factor trying to combine the desired reliability level with the investment strategy that the company intends to apply. As it can seen in the Matrix 3, the strategy of "beating the market" is more compatible with choices of independence and assignment to third party management, as both give to the shipowner flexibility. On the contrary, choices of high commitment are more suitable for the strategy of long run selling of the ships services.

Figure 3


Reliability/ Cost Matrix



Figure 4


Reliability/ Investment Strategy

Combining the two matrices a shipowner can decide which strategic option is more suitable to his aims. For the shipowner who is short-term oriented and interested in applying the strategy of beating the market, buying and selling ships, the choice would be either to assign the technical management of his ships to a shipmanagement company, or remain independent. In the first case he will succeed in increasing the reliability of his services, while in the second he will face both low reliability and high operational cost. On the contrary, the shipowner who is more dedicated to the long run selling of his ships' services, preferable choices are to merge or to form an alliance. However, only merging leads to both low cost and increased reliability which is the optimum.

Therefore the above strategies may be defined as follows:

  • Merger (M)
    • High Reliability HR
    • Low Cost Level LC
    • Long Run Selling LRS
  • Ship Management (SM)
    • High Reliability HR
    • High Cost HC
    • Beat the Market BM
  • Strategic Alliance (SA)
    • Low Reliability LR
    • Low Cost Level LC
    • Long Run Selling LRS
  • Independent (I)
    • Low Reliability LR
    • High Cost Level HC
    • Beat the Market BM

The consolidation of Matrices 2 and 3 give us the Combined Matrix where the decision maker can place company's Reliability, Cost Level and Investment Strategy. The new consolidated Matrix appears in Figure 5.

Figure 5


Consolidated Matrix presenting Reliability and Cost Level/Investment Strategy

Combining the above analyzed matrices we can draw a flow chart that a shipowner could follow in order to identify both what is the present situation of his company and also what the desired situation would be, according to his intention. Following the chart and replying to the questions the shipowner completes the external and internal analysis. A shipowner for example may find, following the chart, that his company faces high reliability and high cost while following the strategy of the long run selling the services of his ships. However this is not an efficient placement because his investment strategy is not backed by company performance. Using Porter's analysis, he is "stuck in the middle" lacking any competitive advantage (Porter, 1990). In order to decide on the optimum choice, he will follow the chart again, selecting the points that will support this choice. For example, if he prefers the strategy of long run selling, he is interested in facing low cost and high reliability. Then the choice for him is to merge.

Figure 6


Maritime Decision making flow chart based on Reliability, Cost Level and Investment Strategy

CONCLUSIONS

The new environment that the regulations create for shipping companies seems to alert the competitive standing of the industry. This environment creates opportunities for a certain number of companies and threats others. In the new environment critical factors for the survival of the companies is not only their cost level but also their reliability. In the reliability/cost relation however, the significance of scale is evident. Here the disadvantage of small companies emerges. Being unable to exploit economies of scale, they face a higher operating cost and their ability to achieve increased reliability levels is constrained. In order to overcome this disadvantage and to remain competitive in the market it is necessary to move towards strategic decisions that will allow the effective adaptation to the new environmental requirements.

The choices for the small companies are to remain independent, to assign the technical management of their fleet to third party management, to form strategic alliance or to merge with other small companies on the basis of equality. The final choice however, must be take into consideration the implemented investment strategy of the company. In order to analyze and evaluate the present situation of their companies and also to decide what the ideal placement could be, a methodology that combines decision matrices and flow charts has developed. This methodology constitutes a decision making tool that leads to strategic choices compatible to external environment requirements and to companies internal environment.



REFERENCES

  1. V.A. Angelis and E.D. Katarelos, (2000), "Risk analysis: A business process reengineering step and a prerequisite for shipping quality management", In Proccedings of 'INFORMS-KORMS SEOUL 2000', 1558-1565.
  2. Keneth R. Andrews, (1996), "The concept of corporate strategy", in Henry Mintzberg & James Brian Quinn, The Strategy Process, Third edition, Prentice Hall.
  3. Stavroula Chorinou, (1999) "Shipping seeks new global role", Lloyd's Shipping Economist, November.
  4. Efoplistis, (2000) "TSH Erika: Interests' war" May. (in greek)
  5. A.M. Goulielmos, and K. Giziakis, (1998), Quality Control in Shipping Companies and Ships, Stamoulis, Athens [in Greek]
  6. Harrington, H. J. (1991). Business Process Improvement. The Breakthrough Strategy for Total Quality, Productivity and Competitiveness
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  10. Alex Miller, (1998), Strategic Management, third edition, Mc Graw Hill.
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  12. Naftemporiki, (2000),"Perceptible increase of Greek shipping companies", May, 4th.
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  20. M.N. Tamvakis, and H.A. Thanopoulou, (1998), "Does Quality pay? The case of the Dry Bulk Market", 8th WCTR, Antwerp
  21. Ioannis Theotokas, (1997), 'Organizational and managerial patterns of Greek-Owned Shipping Companies, 1969-1990', PhD thesis, Department of Maritime Studies, University of Piraeus, (in Greek)
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Northern European Nations Commitment to Counter Russian Shadow Fleet
Warsaw
If the vessels do not fly a valid flag in the Baltic Sea and the North Sea - they specify - we will take appropriate measures in compliance with international law.
Freight traffic in French ports stable in the first quarter of 2025
Freight traffic in French ports stable in the first quarter of 2025
The Defense
Containers and liquid bulk on the rise. Increase in unloading loads and decrease in loading loads
Cognolato (Assiterminal): Today more than ever we need a coherent port policy
Rome
All the critical issues highlighted in recent years still remain open - he highlighted.
Alessandro Pitto confirmed as president of Fedespedi
Milan
The Board of Directors, the Board of Arbiters and the Board of Auditors have been renewed
A protest action by Greek seafarers is heated, with the PENEN and PNO unions launching very serious accusations, including mutual ones
Piraeus
The strike, declared illegal by the courts, blocks some ships of the Attica group in the port of Patras
Saipem awarded contract for a phosphate mining project in Algeria that includes the upgrading of the port of Annaba
Milan
The construction of railway lines is also planned
Suez Canal celebrates return of large-capacity containership transits
Suez Canal celebrates return of large-capacity containership transits
Ismailia
Today it was crossed by the vessel "CMA CGM Osiris" which can carry 15,536 teu
IMO, ILO, ICS and ITF urge protection of seafarers' rights against unjust criminalisation
London
The "Guidelines on the Fair Treatment of Seafarers Detained in Relation to Alleged Offences" were adopted in April
Trump's new tariffs also hit container traffic at the Port of Long Beach
Long Beach
In the first five months of 2025, an increase of +17.2% was recorded
Transfer of the port of Carrara from the Ligurian to the Tuscan AdSP not without a discussion with the operators
Milan
Dario Perioli, FHP, Grendi and Tarros ask for it
Up to $768 billion in investments needed to adapt world ports to rising sea levels
New York
Port of Los Angeles Feels Impact of New Tariffs on Container Traffic
Los Angeles
A decrease of -4.8% was recorded in May
Assagenti proposes a task force to solve port, logistics and industrial problems
Genoa
A "problem solver" consultative body composed, in addition to the categories of the maritime cluster, of the manufacturing industries of the North-West quadrant
Cargo traffic at the port of Singapore fell by -4.6% in May
Singapore
New crane overturned for delivery in new Tuas port area
In the first quarter of 2025, freight traffic on the Swiss rail network fell by -6.4%
Neuchatel
Service performance at 2.35 billion tonne-km, down -8.2%
ANGOPI fears that new measures to ensure maritime continuity will penalise mooring services
ANGOPI fears that new measures to ensure maritime continuity will penalise mooring services
Ischia
Power: it is necessary to remove them from a perverse mechanism
Dutch HES International to operate bulk terminal in Marseille-Fos port
Marseille
The concession contract will have a minimum duration of 30 years
Ibiza government opposes Trasmed's overnight stay on board ferry program
Ibiza/Valencia
It is considered a "clandestine hotel", while the company defines it as a cruise service
Bruno Pisano appointed extraordinary commissioner of the AdSP of the Eastern Ligurian Sea
Rome
He will take up his post next Monday
Federlogistica proposes a comparison between operators on the congestion fee while waiting for a solution from the government
Genoa
In the first five months of 2025, container traffic in the port of Gioia Tauro grew by +10.3%
Joy Taurus
1,813,071 TEUs were handled
Pessina (Federagenti): Northern European logistics system is struggling. Let's take advantage of it!
Rome
Unexpected opportunity - he underlines - for the Mediterranean ports and Italian ones in particular
MSC Cruises Joins Carnival and Royal Caribbean in Capitalizing on Grand Bahama Shipyard
Miami
Negotiations underway since the end of 2024 have been successfully concluded
At The International Propeller Clubs the Dorso Award for the Mediterranean area
Naples
In recognition of the primary role played by logistics operators in Mediterranean traffic
ABB Signs Service Agreement with Royal Caribbean Cruise Line
Zurich
It has a duration of 15 years and covers 33 ships in the fleet.
P&O Maritime Logistics (DP World Group) to acquire 51% of NovaAlgoma Cement Carriers
Lugano
Nova Marine Holding and Algoma Central Corporation will retain 49%
Stable freight traffic in the ports of Genoa and Savona-Vado Ligure in May
Genoa
A decrease of -2.4% was recorded in the Ligurian capital's airport; a rise of +7.2% was recorded in the Savona airport
Consilium Safety Group Expands Presence in Türkiye and Maritime Market
Gothenburg
Ares Marine acquired
The first InnoWay freight railcars have left the Bagnoli della Rosandra plant
Fincantieri has opened a new Innovation Antenna in South Korea
Seoul
It is located in the heart of Seoul's technology district.
The commissioners of various AdSPs also assume the powers attributed to the Management Committees
Rome
Provisions for the port authorities of the Ionian Sea, the Central-Northern Adriatic Sea, the Eastern Ligurian Sea and the Northern Tyrrhenian Sea
Ferrara-based INCICO acquires Italiana Sistemi and focuses on transport engineering
Ferrara/Naples
It specializes in infrastructure and plant engineering in the railway and road sectors
SAILING LIST
Visual Sailing List
Departure ports
Arrival ports by:
- alphabetical order
- country
- geographical areas
Hupac announces expansion of Duisburg-Singen shuttle with connections to Italy
Noise
Daily departures will be made
The transfer of 80% of Louis-Dreyfus Armateurs' capital to InfraVia has been implemented
Suresnes/Paris
The Louis-Dreyfus family retains the remaining 20%
Port of Genoa, green light for extension of concession to Spinelli until September 30
Genoa
Ok also to the extension to the Campostano group
The National Maritime Fund has started the recognition of scholarships
Genoa
They are granted for basic training and security familiarization courses.
RFI and MIT sign the update to the program contract for approximately 2.1 billion
Rome
Around 500 million euros expected for the management of the railway network
San Giorgio del Porto delivers a vessel for the bunkering of liquefied natural gas
Genoa
It was built for Genova Trasporti Marittimi
Pisano (AdSP Liguria Orientale): the ports of La Spezia and Carrara have integrated almost perfectly
La Spezia/Bari
Extraordinary Commissioner of the Southern Adriatic Sea Port Authority appointed
Raffaele Latrofa appointed president of the AdSP of the Central-Northern Tyrrhenian Sea
Rome
He is the deputy mayor of Pisa
India's Mazagon Dock Shipbuilders Acquires Control of Sri Lanka's Colombo Dockyard
Mumbai
Investment of approximately 53 million dollars
The Commissioner of the Western Ligurian Sea Port Authority has been granted the powers and prerogatives of the Management Committee
Genoa
The measure pending the restoration of the ordinary top management bodies
The Three-Year Operational Plan 2025-2027 of the Central Adriatic Port Authority has been approved
Ancona
Favorable opinion of the Sea Resource Partnership Body
The public meeting of the International Containers Studies Center will be held in Genoa on July 2nd
Genoa
It will deal with the physical transformations of the container and the digitalization of processes
Andrea Ormesani is the new president of Assosped Venezia
Venice
The board of directors has been renewed. Paolo Salvaro remains general secretary
Witte (ISU): In 2024, the ship salvage sector stabilized from the low of two years ago
London
Finnish Elomatic to Install Tunnel Thrusters on 11 Carnival Cruise Ships
Turku
The works will begin next autumn and will end in 2028
The Assarmatori assembly will be held in Rome on July 1st
Rome
"Mediterranean against the current" the theme of the meeting
Fincantieri has delivered the new cruise ship Viking Vesta to the American Viking
Trieste/Los Angeles
It was built in the Ancona shipyard
The Genoa Coast Guard has placed the container ship PL Germany under administrative detention
Genoa
MSC Group to manage cruise services in the ports of Bari and Brindisi
Bari
Ten-year concession with possibility of extension
Italian Navy orders two new Multipurpose Combat Ships from Fincantieri
Trieste
The order to the shipbuilding company is worth 700 million euros
German Kombiverkehr Returns to Profit in 2024
Frankfurt am Main
The level of revenues remained unchanged at 434.6 million euros.
Deltamarin to design the six new ro-pax vessels ordered by Grimaldi for the Mediterranean routes
Turku
The practice of subcontracting in European logistics is creating a parallel labour market where rights are not enforced
Brussels
"Sorry, We Subcontracted You" Report Presented
Tomorrow Grendi will launch the group's fourth ship on routes to and from Sardinia
Milan
"Grendi Star", with a load capacity of 2,800 linear meters, will connect Marina di Carrara and Cagliari
FREMM frigates operational support contract signed between Orizzonte Sistemi Navali and OCCAR
Taranto
The agreement has a total value of approximately 764 million euros
In the port of Gioia Tauro, the Guardia di Finanza soldiers seized 228 kilos of cocaine
Reggio Calabria
Two dockers arrested
Call to reform the entire driver training system in the transport sector
Rome
Seven proposals presented
Port of Livorno, new observatory to find solutions to the problem of port congestion
Leghorn
Marilli: We will seek solutions to reach the possible revocation of the port fee
Lockton PL Ferrari closed the last fiscal year with gross revenues of 34 million dollars
Genoa
Insurance premium volume rose to 350 million
Polish Trans Polonia Group acquires Dutch Nijman/Zeetank Holding
Tczew
It specializes in the transportation and logistics of liquid and gaseous products
d'Amico Tankers Sells Two 2011-Built Tankers for $36.2 Million
Luxembourg
They will be delivered to buyers by the end of July and on December 21st.
PORTS
Italian Ports:
Ancona Genoa Ravenna
Augusta Gioia Tauro Salerno
Bari La Spezia Savona
Brindisi Leghorn Taranto
Cagliari Naples Trapani
Carrara Palermo Trieste
Civitavecchia Piombino Venice
Italian Interports: list World Ports: map
DATABASE
ShipownersShipbuilding and Shiprepairing Yards
ForwardersShip Suppliers
Shipping AgentsTruckers
MEETINGS
The Assarmatori assembly will be held in Rome on July 1st
Rome
"Mediterranean against the current" the theme of the meeting
The public meeting of the International Containers Studies Center will be held in Genoa on July 2nd
Genoa
››› Meetings File
PRESS REVIEW
US has its eye on Greek ports
(Kathimerini)
Proposed 30% increase for port tariffs to be in phases, says Loke
(Free Malaysia Today)
››› Press Review File
FORUM of Shipping
and Logistics
Intervento del presidente Tomaso Cognolato
Roma, 19 giugno 2025
››› File
The Italian Merchant Marine Academy plans 13 new free courses
Genoa
Over 300 positions available
A delegation of Wista Italy visits the ports of Catania and Augusta
Catania/August
The association is made up of women who hold positions of responsibility in the maritime, logistics and trade sectors.
In the first five months of 2025, the port of Algeciras handled 1.9 million containers (-6.3%)
Algeciras
Empty containers decreased by -5.5% and full ones by -6.4%
Reway Group enters the port railway infrastructure maintenance sector
Licciana Nardi
Two contracts awarded by the AdSP of the Eastern Ligurian Sea
Delcomar and Ensamar take over maritime services with the smaller Sardinian islands
Cagliari
The tender for the six-year concession of the connections has been awarded
Port of Trieste, the newly appointed Gurrieri torpedoes the newly appointed Torbianelli
Trieste
Russo (Pd): it's a squalid power game
Singapore's SeaLead expands its maritime shipping offering to connect Turkey and Italy
Singapore
Route connected to services transiting the Suez Canal
The US Container Security Initiative program has been extended to Morocco
Rabat
Amrani: Let's consolidate Tanger Med's role as a safe and world-class maritime hub
Very positive first quarter for Greek Euroseas
Athens
Pittas: the positive momentum continued in the second quarter
Assonat and SACE present a plan for Italian tourist ports
Rome
RINA has acquired the entire capital of Finnish Foreship
Helsinki
The Helsinki-based company specializes in consulting in the field of marine and mechanical engineering.
Kuehne+Nagel has opened a new branch in Naples
Milan
The aim is to support the operational growth of the group in Southern Italy
Container traffic down at Barcelona and Valencia ports in May
Barcelona/Valencia
Resumption of containers in transit at the Catalan port
Annual cargo traffic in Greek ports stable in 2024
Piraeus
Domestic volumes are growing, while foreign trade is decreasing
Perplexity of freight forwarders, customs agents and maritime agents of La Spezia at the transfer of the port of Carrara to the Tuscan AdSP
The Spice
Timidly, they "hope for consideration for the progress made so far"
Francesco Mastro appointed extraordinary commissioner of the Southern Adriatic Sea Port Authority
Rome
He will take up office on June 30th.
John Denholm to be new president of the International Chamber of Shipping
Athens
He will take over from Emanuele Grimaldi in a year
Extraordinary commissioners of the two Ligurian Port System Authorities have been installed
Genoa/La Spezia
Matteo Paroli and Bruno Pisano at the helm of the institutions
Assogasliquidi-Federchimica shows the way to accelerate the decarbonization of road and maritime transport
Rome
Container traffic at Hong Kong port drops sharply in May
Hong Kong
1.05 million TEUs were handled (-12.7%)
Eagle S tanker command blamed for cutting submarine cables in Gulf of Finland
Advantages
The accident was caused by the ship's anchor
Online platform to report critical issues that put transport workers at risk
Genoa
It was prepared by Fit Cisl Liguria
GNV to create a direct summer connection between Civitavecchia and Tunis
Genoa
It will run alongside the historic route via Palermo
The unification of Grimaldi's concessions in the port of Barcelona has been completed
Madrid/Barcelona
The contract expires on September 20, 2035.
In the first five months of 2025, cargo traffic in Russian ports fell by -4.9%
St. Petersburg
A decrease of approximately -12% was recorded in May
Raben Logistics Group Creates Subsidiary in Türkiye
Milan
It will have 20 employees and a 2,000 square meter cross-dock warehouse
Alberto Dellepiane confirmed as president of Assorimorchiatori
Rome
The composition of the entire association leadership remains unchanged
Agreement between Fincantieri and Indonesian PMM to develop solutions to face new unconventional underwater challenges
Structural adaptation works on dock 23 of the port of Ancona awarded
Ancona
Intervention worth over 11.8 million euros
Conference on the role of LNG and bioLNG for the decarbonisation of transport and industry
Rome
The Federchimica-Assogasliquidi event will take place on Monday in Rome
Dutch Bolidt increases presence in cruise ship sector with acquisition of American Boteka
Hendrik Ido Ambacht
Contship Italia has acquired the Genoese customs services company STS
Melzo
The Ligurian company was founded in 1985
Francesco Benevolo has been appointed extraordinary commissioner of the AdSP of the Central-Northern Adriatic Sea
Rome
He is the operations director of RAM - Logistics, Infrastructure and Transport
Montaresi resigns as commissioner of the Eastern Ligurian Port Authority
The Spice
In the eight months of administration - he underlines - we have not lost even a second
Gurrieri has been appointed extraordinary commissioner of the AdSP of the Eastern Adriatic Sea
Trieste
Pending the completion of the formal process for the designation of the president
The commissioners of the AdSP of Western Liguria have handed over their mandate to Minister Salvini
Genoa
The decision is part of the process of designation and nomination of the new leaders
Confetra criticizes the provisions of the decree-law Infrastructure for road transport
Rome
The Confederation urges the blocking of the process of appointing the presidents of the port authorities
Taiwanese Evergreen, Yang Ming and WHL saw revenue decline in May
Keelung/Taipei
The decline is accentuated for the two main companies
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