Crowley Maritime Corporation outfitted the Guide with a monitoring system to test the impact of data analytics on operational efficiency.
THE DIGITAL EVOLUTION OF ASSET MANAGEMENT
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undits and proponents of big data analytics argue that this latest evolution of computerized data analysis can improve every aspect of a business’ life, from operating efficiency to workforce health. Many early adopters, however, have discovered that bigger isn’t necessarily better. There is so much data available, about so many things, and so much one can do with the information – that, without a strong set of priorities and a hard focus – one can very easily fall down a rabbit hole of data hoarding, deluded speculation and dubious correlation. That said, no company is known to have died of a data overdose, yet; the big question about big data many organizations are asking right now is, how to use it to best advantage. Today, a number of companies in the maritime sector are testing various aspects of the big data promise and finding
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that, while the nature of data means there is no onesize-fits-all answer to their questions, there is an encouraging reality behind the hype. Such is the experience of San Francisco, Californiabased Crowley Maritime Corporation, a marine transportation leader with global activities that operates a fleet of over 150 vessels ranging in size from small harbor tugs to Aframax Tankers. In early 2016, Crowley installed a remote monitoring software system on a harbor tug operating out of the Port of Seattle, to determine whether big data analytics could have a positive impact on the organization and its operations, and what the extent of that impact might be. The custom-built vessel monitoring and diagnostics system was supplied by the Marine Asset Intelligence (MAI) division of US engine maker Caterpillar. It monitored the vessel’s main engines, generators,
