Technical management

After crewing, the Technical Management is the 2nd most challenging area for the shipping business future. Increasing regulatory and compliance pressures are seen as adding to the complexity of this equation.
The main goal of SC “Atlantic Ship Management” is to ensure the good technical condition of a vessel and balancing maintenance costs with costs of defects or even off hires. To achieve this, the Chief Engineers onboard and Superintendents in the Office combine their skills and practical experience. Here the good communication between Office and the Ship is paramount, that we well achieved during our long cooperation with permanent senior officers and engineers.

We offer a tailor-made technical management service designed to suit client specific requirements, including:
– Budget estimation and control;
– Preparing repair and maintenance schedules, specifications, project documentation and drawings;
– Advice to owners on shipyard capabilities;
– Tender evaluation and contract negotiation;
– Preparation of repair specification and attending dry-docking;
– Surveys, certification and vetting

Our budget process is comprehensive and we monitor all expenses closely. We assign an experienced Superintendent to the project with personal management involvement. Budget Expenses Report is submitted to the Owners on quarterly basis. Our Technical Department is familiar with all the Class societies for ensuring that the ships are in compliance with the regulations.
Nowadays, a PMS is much more than just an onboard documentation of jobs. The use of the PMS is a central communication platform for all our technical matters and tasks. This not only reduces calls and e-mail traffic, but creates a central task list for all people onboard and onshore. PMS is integrated with procurement/purchasing and quality and safety systems.

To keep the vessel running, the procurement of spares, supplies and services is another important task performed by our Technical Department. The next key elements form our approach in Procurement:

– No purchase outside the system
We use sophisticated Software systems “Shipnet” closely integrated with the Technical
Management information, i.e. spare parts needs to be connected to equipment and to maintenance jobs. We have established the system of purchase order for all items to be purchased, thus, invoices will not be accepted without prior purchase order. These procedures not only enforce approvals for purchases and give early indication of committed expenses. They also keep the Procurement department involved and a chance to consolidate demands from different angles of the organization in a professional way.

– Harmonize and centralize master data
Our key foundation of professional purchasing work is central and harmonized management of spare parts, supplies and services as “articles” in the system and supplier trade agreements.

– Automate and simplify the process
We have the purchasing process simplified, reducing the manual correction needs for the purchaser. Order, delivery note and invoice match together. The mere invoice registration enables this fully automatic “3-way match” to post the invoice. Manual checks and approvals are only needed if deviations occur.

– Plan of supplies with spares
We provide the purchase system in which spares are connected to maintenance jobs, a proper history of supplies and services needed. The purchasing officers can plan well in advance what they need to buy by a certain date. The Technical Manager can strike an economic balance with the purchaser team on maintenance planning.

– Reduce number of suppliers
We have policy of a more long-term and strategic view on procurement, the role of the supplier is changing. Our practice is the reduction of the number of suppliers and intensifying the relationship with the key suppliers. Building relationships of trust, common understanding and commitment with suppliers and service providers will often much more guarantee a responsive and cost-effective approach to procurement. We have a system of supplier evaluation process, assessing quality and timeliness of delivery as well as annual assessment and planning talks.

One of the Key Performance Indicators for our seafarers is an increased focus on taking responsibility for the environment in which we operate. Our main environmental challenge is emissions to air. To meet this challenge, we primarily focus our environmental efforts on reducing our vessels’ fuel consumption. Other focus areas are ballast water management, green recycling of old ships and waste stream management.
When we talk about operating efficiency of the shipping company, one of the key drivers is how we use our energy. Keeping this in mind we have launched an Energy Management System throughout our fleet. The system contributes to society by reducing fuel and lube oil consumption and limiting emissions, thus increasing our overall sustainability profile.
In shipping, the rapidly growing number and types of information and communication oblige us to develop the latest Information and Communication Technology (ICT). We have been striving incessantly in keeping pace with modern technology by means of implementing it in every segment of ship management such as:- requisition processing software;
– monitoring ship’s follow-up to the planned maintenance program;
– pool of seagoing personnel is harmonized in web based database;
– safety and quality – monitoring deficiency of PSC and Flags, NCR and near miss reports.

Our mission is to serve you,the client, and provide clear reports and action plans in plain English.