The Official Journal of the International Shipsuppliers & Services Association
Issue 110, 2026
OCEAN at 50: Celebrating a Proud Past and Maritime Future See page 10
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The Official Journal of the International Shipsuppliers & Services Association
The Official Journal of the International Shipsuppliers & Services Association
Issue 110, 2026
Contents
Foreword
The Ship Supplier
Dear ISSA Members and Maritime Colleagues,
Issue 110 2026
OCEAN at 50: Celebrating a Proud Past and Maritime Future
10 18
See page 10
International Shipsuppliers & Services Association (ISSA) WEENA 505 3013AL Rotterdam The Netherlands Tel: +44-20-7626-6236 Email: secretariat@shipsupply.org Web: www.shipsupply.org
Published on behalf of The International Shipsuppliers & Services Association by
15 - 17, Chatzikiriakou Avenue, Piraeus, 18537, Greece Tel: +30 211 4111 623,8 | +30 211 1822 357 Email: shipsupplier@libertypress.gr Web: www.theshipsupplier-magazine.com www.libertypress.gr Publisher Dionisis Politis Editor in Chief Efi Kollia Editor John Megariotis Advertising Sales Manager Aggelos Samolis Accounts Chara Danilouli Production & Design Panagiotis Kanellos
The Ship Supplier is published by the International Shipsuppliers & Services Association and is entirely devoted to reporting on the dynamic and diverse Ship Supplying Industry. The worldwide readership includes all members and associate members of ISSA, chief purchasing officers, other senior personnel with purchasing responsibility and most marine and trade related organisations.
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Foreword Remembrance Ocean Members’ Voice Breakwater Risks Kerala Samudra Supply Chandling Debt Management Procurement Piracy Commodity Market Containers Procurement Out & About Market News Insurance Events LISW AVS Global Ship Supply Suppliers Play After Hours
A
s we look ahead to another period for the International Shipsuppliers & Services Association (ISSA), I would like to begin by thanking you for your continued support. Our strength has always come from our members, whose commitment enables ISSA to represent the global ship supply community with a united voice.
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Preparations are progressing for next year’s ISSA Convention in Rome, and we are determined to deliver an event worthy of this city and our membership. The Convention remains one of the highlights of the ship supply calendar, bringing together suppliers, industry leaders, decision-makers and customers from around the world.
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You can keep up to date with the latest news on the ISSA website at www.shipsupply.org and send in your comments and views to the ISSA Secretariat either by phone on +44(0)20 7626 6236; Fax +44(0)20 7626 6234 or alternatively email secretariat@shipsupply.org
A central part of that success is our ‘Meet the Customer’ programme, which continues to provide valuable opportunities to engage directly with buyers, strengthen relationships and develop new business. I encourage you to watch for ISSA Bulletins in the coming months, when registration and sponsorship details will be announced. I look forward to seeing as many of you as possible in Rome. At the same time, ISSA must continue to listen closely to its members and understand the commercial and operational challenges they face. Our industry is changing rapidly, and our Association must remain relevant, responsive and able to represent the interests of ship suppliers worldwide. Strengthening and expanding our global membership will also be essential to ensuring that our voice remains strong. We must also ensure that the next generation has a meaningful role in shaping ISSA’s future. I warmly encourage younger members to participate in our Young People in Ship Supply webinars and to share their ideas, ambitions and perspectives. Finally, I urge members to make full use of the ISSA Education Programme. Education and professional development remain essential to maintaining high standards, building knowledge and preparing our businesses for the future. Thank you once again for your support. Together, we can continue to strengthen ISSA, grow our global community and deliver greater value to our members worldwide. Happy reading Rafael Fernandez ISSA President
Issue 110 2026 | The Ship Supplier | 7
Remembrance
ISSA Remembers Gianfranco Mercandino
THAT’S A LOT OF BREAKFAST It is with great sadness that the International Shipsuppliers & Services Association (ISSA) has learned of the passing of Gianfranco Mercandino of Global Marine Supplies S.p.A., Italy, at the age of 49. Gianfranco was a highly respected member of the Italian and international ship supply community and had devoted much of his professional life to the industry. He began working in the family business, Mercandino Srl, in 1995 and later played an important role in the creation and development of Global Marine Supplies, following the merger of Mercandino Srl and Eurosupply. As CEO and Managing Director, Gianfranco helped build GMS into a well-known name within the maritime supply sector. Those who worked alongside Gianfranco have remembered not only his professionalism, vision and dedication, but also his humanity, generosity and ability to encourage those around him. These qualities earned him the respect and affection of colleagues and friends throughout the maritime community. For ISSA, the loss of someone at such a young age who had contributed so much to our industry is particularly poignant. Gianfranco represented the commitment, personal relationships and spirit of service that have always been at the heart of the international ship supply community. Above all, Gianfranco was a much-loved husband and father. He leaves his wife, Meri, and daughters Ginevra, Chloè and Flavia, to whom our thoughts are especially directed at this very difficult time. On behalf of the ISSA President, Executive Board, Secretariat and worldwide membership, we extend our sincere condolences to Gianfranco’s family, friends and everyone at Global Marine Supplies. He will be greatly missed and warmly remembered by all those within our industry who had the privilege of knowing him.
8 | The Ship Supplier | Issue 110 2026
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OCEAN
Strategic Maritime Solutions
OCEAN at 50: Celebrating a Proud Past and Maritime Future
O
CEAN, the European sub-committee of ISSA, celebrated half a century of service to Europe’s ship supply sector with a landmark anniversary conference and reception in Brussels on Thursday, 17 September 2026. The event, held at The Merode in the heart of the Belgian capital, brought together senior figures from ship supply, customs, logistics, ports and the wider maritime community to reflect on OCEAN’s first 50 years and examine the issues shaping its future. Since its formation, OCEAN, the European Ship Suppliers Organisation, has provided a collective voice for an industry that plays an essential, if sometimes overlooked, role in keeping international shipping moving. Its anniversary is both a celebration of past achievements and an opportunity to consider how European cooperation can support maritime trade through a period of regulatory and geopolitical change. OCEAN Chairman Costantino Zavoianni opened the plenary session, followed by welcome addresses from George Saris, Executive Vice President and Treasurer of the International Shipsuppliers & Services Association, and Niels Wammen-Jensen, Executive Vice President, International Regions, at Cruise Lines International Association. The keynote address, “Courageous Customs Union Reform in Demanding Times”, was delivered by Gerassimos Thomas, Director-General of the European Commission’s DirectorateGeneral for Taxation and Customs Union. That theme continued in an expert panel asking whether EU businesses can expect ‘smooth sailing’ through forthcoming reforms. Representatives from CLECAT, FEPORT, OCEAN and ECASBA discussed the practical implications for companies operating across Europe’s maritime and logistics supply chains. Moderated by OCEAN Secretary General Arne Mielken, the session gave delegates an active role through live audience polling and debate. The afternoon session included two important commemorative moments. Renowned artist Selina Javaid’s OCEAN 50th anniversary painting was formally unveiled, while former OCEAN Chair Alfredo Tosato introduced the organisation’s anniversary book, charting five decades of cooperation, representation and progress. Ricardo Treviño Chapa, Deputy Secretary General of the World Customs
Organization, concluded the discussions with reflections on the role of customs in protecting society through vigilance and commitment. The anniversary gathering gave members, partners and guests a welcome opportunity to celebrate OCEAN’s remarkable milestone together in an appropriately convivial setting. Fifty years after its creation, OCEAN’s central purpose remains highly relevant: ensuring that Europe’s ship suppliers are heard, understood and equipped to serve global shipping. The anniversary gathering honours that legacy while setting a course for OCEAN, its members and Europe’s maritime community in years ahead. Rafael Fernandez, President of ISSA, George Saris, EVP and Treasurer of ISSA, Aduo Luc Kouame, EVP of ISSA, as well as Sean Moloney ISSA Secretary and Yvonne Paul, ISSA Head of Administration, were subsequently invited, with the OCEAN Board, to attend the annual Gala Dinner of the Nederlandse Vereniging Van Scheepsleveranciers (NVVS) in The Netherlands.
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Members’ Voice
Members’ Voice
From Bari to the World: 25 Years Inside the Transformation of Ship Supply How digitalisation, specialisation and logistics are reshaping European ship supply
Costantino Zavoianni | CEO, PROMED S.p.A. | Chairman, OCEAN
W
hen I entered ship supply in September 2000, the business was still largely local. Customers personally knew their suppliers. Purchasing departments generally reported directly to the shipowners, and purchasing managers and buyers were people you visited personally and built relationships with over time. Quotations arrived by fax, and getting on a plane simply to introduce your company was a normal part of doing business. Twenty-five years later, almost every element of that model has changed. Purchasing decisions once made directly within shipowners’ organisations are increasingly managed by ship management companies, marine catering organisations and centralised procurement groups responsible for hundreds of vessels. Digital platforms allow buyers to compare suppliers, prices and performance across different ports and countries. At the same time, the traditional General Ship Supplier is increasingly accompanied by specialists in Provisions & Bonded Stores, Technical Stores and, in the passenger segment, Food & Beverage, Hotel Consumables and Duty Free products. Geography has become less protective, logistics more important and the expectations placed on suppliers much greater. I have watched this transformation through the development of PROMED, the company we founded in Bari 12 | The Ship Supplier | Issue 110 2026
and which I have managed through its subsequent growth, and through my involvement with OCEAN, first as the Italian delegate of ANPAN and then as Chairman. This is my perspective on how our profession has changed — and where European ship supply may be heading next.
From the food industry to ship supply I was born in Bari in 1969 into a family with a long history in the food business. My maternal grandfather was an entrepreneur in the dairy sector, where I had my first working experiences. After graduating in Law, I completed an MBA in Business Management and spent approximately three years in Sales and Marketing for a major dairy company in Northern Italy. I then spent a year at Leith’s School of Food & Wine in London. PROMED had been established in Bari in mid-1999 by my maternal grandfather. Only eight months later, he passed away. When I joined in September 2000, initially in Sales, PROMED was therefore a very young company that had unexpectedly lost its founder. I gradually assumed responsibility for managing and developing the business, while the other family shareholders remained nonoperational partners. Above all, we had a market to build. Bari was not one of the traditional international centres of
maritime procurement. We could not wait for international customers to find us. We had to go and find them. That meant travelling alone around the world, meeting purchasing managers and prospective customers from one country to another. Those journeys were essential to building PROMED’s international customer base, but they were also one of the aspects of the job I enjoyed most. They gave me the opportunity to discover fascinating places, cities and cultures that I might otherwise never have known.
From personal relationships to digital procurement Perhaps nothing illustrates the transformation of ship supply better than purchasing. Twenty-five years ago, purchasing managers and buyers generally worked directly for shipowners. You sat in their offices, discussed their vessels and requirements and built relationships over time. Today, procurement is increasingly centralised. RFQs arrive electronically. Quotations are uploaded into procurement systems. Prices, specifications, availability, delivery locations and supplier performance can be compared almost instantly. This has changed not only how we sell, but what customers expect. Price competitiveness is immediately visible. Response times can be measured. Claims and non-conformities become part of a supplier’s performance history. Commercial success therefore depends increasingly on the entire organisation: purchasing, quotations, warehousing, quality control, food safety, customs, logistics, documentation and final delivery. The organisation itself has become part of the sales argument. Yet technology has not eliminated the importance of relationships. When something goes wrong — a vessel changes schedule, a product becomes unavailable or a delivery window suddenly changes — customers still want someone who understands the problem, takes responsibility and finds a solution. We have moved, in many respects, from personal relationships supported by business systems to business systems that still need personal relationships.
From supplier to partner The role of the ship supplier itself is also changing.
Customers still require competitive prices and product availability, but increasingly they also expect reliability, flexibility and speed of reaction. Speed begins with the quotation. RFQs may need to be answered within hours. It continues in the warehouse, where confirmed orders must be picked, checked and prepared rapidly, often across ambient, chilled and frozen categories. And it extends to logistics, where transport arrangements may have to change quickly because of a new ETA, berth, terminal or delivery window. Speed is not simply about working faster. It is about being organised to react quickly without losing accuracy, control or reliability. This is why customers increasingly expect ship suppliers to act as partners rather than simply vendors. A supplier may have to propose alternatives, reorganise a delivery, manage several temperature regimes, handle bonded procedures, coordinate port access or solve an unexpected operational problem. The value increasingly lies not only in what we supply, but in how we make the supply happen.
From General Ship Supplier to specialist The traditional ship chandler built its reputation on being able to supply almost everything a vessel required. That model remains important, but centralised procurement increasingly allows customers to select specialists by category. A Provisions & Bonded Stores specialist needs expertise in food sourcing, shelf life, food safety, traceability, bonded goods and refrigerated logistics. It must also maintain a broad and constantly available assortment, including international and ethnic products for multinational crews, with sufficient stock to respond quickly. Passenger vessels require another level of capability, combining maritime supply with Food & Beverage, Hotel Consumables and Duty Free products, often in much larger volumes. Technical supply requires different expertise again. The competitive proposition is therefore moving from: “I can supply almost anything.” towards: “I understand this category exceptionally well, I have the products available, and I can manage it efficiently across your fleet.” For PROMED, specialisation has developed around the provisioning supply chain across different vessel segments. Geography matters less. Logistics matters more.
Issue 110 2026 | The Ship Supplier | 13
Members’ Voice
There is an interesting paradox: as suppliers become more specialised, customers increasingly expect them to cover larger geographical areas. The question is moving from: “Can you supply my vessel in your port?” to: “How many of my vessels, and in how many ports, can you supply with the same standard of service?” Digitalisation has removed much of the commercial distance between buyer and supplier. Logistics must remove the physical distance. This does not necessarily mean opening branches and warehouses everywhere. The objective is to become geographically broader while remaining operationally lean through central or regional hubs, stock planning, order consolidation, temperature-controlled transport, information systems and carefully selected local partners. The objective is not to own infrastructure everywhere. It is to control the supply chain everywhere you promise to serve. Logistics has therefore become part of the product itself. Customers are purchasing the supplier’s ability to source, stock, consolidate, control and deliver goods to the correct vessel, at the correct port, under the correct conditions and at the correct time.
The increasingly complex final mile The final part of the delivery has also become more demanding. Port security, terminal restrictions and short berthing windows complicate access to vessels. Increasingly, supplies have to be delivered by barge or supply boat, adding another operational link that must be coordinated with transport providers, agents, barge operators and the vessel. What appears to the customer as one delivery may actually involve: warehouse -> truck -> port -> barge -> sea transfer -> lifting onboard -> vessel acceptance. Each stage adds cost, coordination and another potential point of failure. The modern ship supplier is therefore no longer simply moving products to a port. It is increasingly managing a complete supply chain all the way to the vessel.
Certification, compliance and sustainability As customers become larger and more international, formal management systems have also become more
14 | The Ship Supplier | Issue 110 2026
Members’ Voice
important. ISO 9001, ISO 22000 and ISO 14001 provide evidence that quality, food safety and environmental responsibilities are supported by structured processes. At PROMED, these systems have also helped transform individual experience into organisational knowledge. Certification should not simply be a certificate on the wall. Properly used, it is evidence of organisational maturity. Environmental sustainability will add another challenge. Warehousing, refrigeration, packaging and transport all have an environmental impact. Yet ship suppliers operate in a business characterised by urgent orders, changing schedules, temperature-controlled products and narrow delivery windows. The challenge is therefore to reduce environmental impact without reducing service reliability. Better route planning, consolidated deliveries, efficient refrigeration, reduced packaging and food waste, improved energy management and cleaner transport solutions will all become increasingly important. The challenge is not simply to deliver more sustainably. It is to become more sustainable while remaining fast, flexible and reliable. Customs competence is another increasingly important capability. Ship suppliers must navigate customs treatment, VAT, bonded goods, veterinary requirements and traceability, often across several ports and jurisdictions. As European customs processes become more digital and data-driven, well-organised suppliers will need stronger systems, better information and greater regulatory competence.
One industry, many different markets There is no single ship supply market. Bulk carriers may involve long voyages and uncertain schedules. Container vessels operate within tightly organised liner networks. LNG carriers and tankers require precise coordination in controlled environments. Offshore vessels demand flexibility. Passenger ferries combine regular schedules with short turnaround times and significant Food & Beverage requirements, while cruise vessels are effectively floating hospitality operations requiring large-scale Food & Beverage, Hotel Consumables, Duty Free products and sophisticated logistics. Naval vessels add security, formal specifications and demanding documentation. The products may sometimes overlap.
The service model rarely does. That is why specialisation matters.
The challenge for independent suppliers Ship supply has historically been populated by small and medium-sized businesses rooted in individual ports. Their strengths remain significant: local knowledge, entrepreneurship, flexibility and personal commitment. But today’s market also requires investment in technology, certification, refrigerated logistics, traceability, customs competence, sustainability and geographical coverage. The challenge for independent European suppliers is therefore clear: How do we achieve the geographical reach and organisational capability of a larger company without losing the flexibility and cost discipline of an entrepreneurial business? Scale does not necessarily require branches everywhere. It can also come through specialist expertise, technology, strong logistics networks and strategic partnerships. PROMED itself has family ownership, but its development has not followed a family-management model. Following the loss of my grandfather, I progressively assumed responsibility for managing and developing the company, while the other family shareholders remained non-operational partners. Today PROMED has approximately €15 million in annual turnover and around 30 employees. What matters more than the figures, however, is what has been built behind them: people, procedures, supplier relationships, logistics, certifications, international customers, technology and specialised expertise.
Diversification built on the same capabilities One of the consequences of building these capabilities has been the opportunity to apply them beyond traditional ship supply. PROMED has progressively diversified into other demanding international markets while remaining within the broader world of food provisioning and supply-chain management. One important area has been the supply of food provisions to military bases and contingents abroad. This activity requires many of the same capabilities demanded by maritime supply, but often on a different scale and within highly structured contractual environments: sourcing large product ranges, ensuring
food safety and traceability, managing ambient, chilled and frozen products, preparing complex orders, complying with documentation requirements and organising international logistics to destinations that can be operationally challenging. Another area of development has been the export and consolidation of Italian food products to distributors serving the HoReCa sector in non-EU markets. Here, our background in the Italian food industry becomes particularly valuable. Italy offers an extraordinary network of producers, brands, regional specialities and specialist products, but international distributors need more than access to individual manufacturers. They need a partner capable of identifying products, sourcing from multiple suppliers, consolidating orders, controlling documentation and organising international shipments. These businesses may serve very different customers, but they are based on essentially the same capabilities developed through ship supply: sourcing, product knowledge, stock management, food safety, temperature control, consolidation, customs, documentation and international logistics. For PROMED, diversification has therefore not meant moving away from our core expertise. It has meant applying that expertise to new markets and building a broader international provisioning business around the same operational capabilities.
A European perspective through OCEAN My involvement with OCEAN — first as the Italian delegate of ANPAN and then as Chairman for the past three years — has allowed me to discuss these changes with colleagues across Europe. Customs, environmental regulation, veterinary requirements, digitalisation and the changing structure of maritime procurement increasingly require a European perspective. Our companies may operate from different ports, but many of our challenges are now common. As customers become more international and procurement more centralised, European ship suppliers must also think beyond their traditional local boundaries. This does not mean losing local expertise. It means connecting that expertise within a stronger European ship supply community.
Issue 110 2026 | The Ship Supplier | 15
Members’ Voice
Technology changes. Trust does not. We have moved from fax machines to procurement platforms, real-time data and increasingly automated systems. Artificial intelligence will undoubtedly create another transformation. In ship supply, its impact may be particularly significant in areas such as RFQ processing, product matching, price analysis, demand and stock forecasting, logistics optimisation and document management. Activities that today require considerable manual work may increasingly be automated, allowing people to concentrate on decisions, customer relationships and problem-solving. AI will make our organisations faster and more data-driven, but it will not eliminate the need for human judgement - particularly in an industry where schedules change quickly and exceptions are often more important than rules. But one element has not disappeared: trust. When I boarded planes during PROMED’s early years, I was essentially asking purchasing managers to trust a young company from Bari. Today the promise is larger and more measurable, but it is still a promise. Customers need suppliers they can rely on, suppliers capable of adapting when circumstances change and suppliers willing to take responsibility for the complete service.
The ship supplier of the next decade The successful European ship supplier of the next decade will need the local knowledge of yesterday combined with the capabilities of tomorrow. It will be more specialised but capable of serving a wider geography. It will maintain broad product availability and sufficient stock, including international and ethnic products. It will combine speed, flexibility and problem-solving with logistics, technology, compliance, environmental responsibility and organisational strength. Artificial intelligence and better use of data will make many processes faster and more efficient, but the ability to manage exceptions, take responsibility and solve operational problems will remain fundamentally human. And the capabilities developed in ship supply may increasingly create opportunities beyond the maritime sector, particularly in other complex international provisioning and distribution markets. The supplier of the future will therefore increasingly be judged not simply on what it can sell, but on what it can
16 | The Ship Supplier | Issue 110 2026
reliably manage. That may be the central transformation of our profession. The traditional ship chandler created value by knowing the port, knowing the vessel and being able to find almost anything it required. The modern ship supplier must preserve that mentality while becoming a partner in the vessel’s supply chain.
Looking forward More than twenty-five years in ship supply have taught me one thing above all: this market never remains the same for very long. We have moved from fax to digital procurement. From direct shipowner purchasing to centralised procurement. From the General Ship Supplier towards greater specialisation. From local supply towards regional and multi-port coverage. From logistics as a support activity to logistics as a competitive advantage. From individual experience towards systems, data and increasingly artificial intelligence. And from supplying products towards providing complete supply services. At PROMED, the same evolution has also allowed us to take the capabilities developed in ship supply into new markets - from provisioning military bases and contingents abroad to exporting Italian food to HoReCa distributors outside the European Union. When I think back to PROMED in September 2000, I remember a young company that had unexpectedly lost its founder, a market still to be built, suitcases, flights, meetings with purchasing managers and quotations sent by fax. Today, almost everything around us has changed. But the fundamentals have not. For PROMED, the future means becoming more international, technologically capable, specialised, sustainable and logistically efficient, while continuing to diversify where our capabilities can create value - without losing the flexibility, personal commitment and problemsolving culture on which the company was built. For our industry, the challenge is remarkably similar: Preserve the knowledge, relationships and flexibility that have always characterised ship supply - while building the specialisation, organisation, technology and logistics required for its next generation. Italian in our roots. International in our outlook. And still ready for the next journey.
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Breakwater
Breakwater
What a 120-Year-Old Ship Supplier Taught Me About AI Written by Will Rush, Co-Founder of Breakwater
A
bout two years ago, I was visiting my dad, Don Rush, a fourthgeneration ship supplier at Delaware Ship Supply. I had spent the previous four years building a venture-backed AI education company that partnered with more than 600 colleges and universities across North America to bring AI into business education. The experience had taught me a great deal about AI before ChatGPT became a household name, but I was now looking for my next challenge. That was when something struck me. The industry I had spent the previous 15 years working in - the U.S. technology sector - was completely redesigning their operating model to stay ahead of the largest technology shift in a generation. Leading tech companies were rethinking org structure, workflows and the very definition of human work in an AI-driven future. Meanwhile, my dad’s 120-year-old family business remained focused on serving ships through time-tested workflows that had not changed in decades. The need for change was not obvious. Business was good. The company had an exceptional reputation, a loyal team and a healthy P&L. But the way quotes were completed, orders were accepted and items were sourced was largely unchanged. Key employees had been with the company for decades. And despite using a well-known ERP system, there were artifacts of an aging process: calculators, stacks of paper and a magnifying glass out on someone’s desk. I grew curious about bringing what I knew from one world into the other. I also knew I needed to tread carefully. The 36-year-old son of the boss arriving with new technology to fix everything is enough to make any team roll its eyes. So before building anything, I spent a few months doing the work myself - completing quotes, accepting orders, studying the data and asking questions. The problem began to surface. Thirty years of rich data existed in the company’s database, and employees had decades of experience, but neither was helping the team work much faster or more strategically. Employees were buried in routine manual work, while the data was used mainly to record the past rather than inform the next decision. When I asked my dad whether we could experiment with automation and AI in quoting, his reaction was appropriately sceptical. He did not care how impressive AI was. Anything we implemented had to reduce work and retain service quality without adding complexity. 18 | The Ship Supplier | Issue 110 2026
Why quoting was the right place to start When I first arrived, Delaware Ship Supply averaged about 104 minutes of human work to complete a 250-plus-line provisions quote. Much of that involved scanning customer emails, downloading attachments, translating requests into internal inventory data, converting quantities and units, applying customer-specific pricing and returning the prices in the customer’s original format. I started by automating data entry. Through a combination of modern workflow automation and targeted AI, I was able to turn external requests into consistently organised, usable data. I then used AI to translate messy customer item requests, quantities, units and special handling instructions into real inventory data, costs and prices. I built the system around a record of prior human decisions, with those decisions remaining the source of truth. While AI handles inconsistent language, recognises patterns and resolves ambiguity, conventional software controls calculations, pricing rules, permissions and auditability. Most importantly, the workflow separates routine processing from work requiring expert judgment. Instead of asking a quoter to recheck 250 lines, it flags the few where uncertainty, risk or commercial context calls for a person. That experiment eventually became Breakwater. Eventually, the same 250-line quote took about five minutes to complete. Roughly 97% of its lines were completed using accumulated memory and AI, with the remainder marked for human review. Not only was the data processing more automated, but the entire quote could be completed without ever opening Excel. The team was not only quoting dramatically faster; it was also sending more quotes, responding to vessels on tighter timelines and winning more business. The hidden economics Over the next two years, we applied the same approach with ship suppliers of different sizes and operating models - from companies manually processing hundreds of quotes a day in modern ERP systems to teams already experimenting with AI themselves. Although the technology varied, the underlying reality remained remarkably consistent: workflows that had changed little in decades, with people still doing too much of the routine work.
Across the implementations that have gone live to date, quote completion time has fallen by more than 90%. From that work, three things became clear. Quoting is expensive when humans do all of the work. Completing a quote means scanning portals and company inboxes, reading spreadsheets, entering data and translating customer requests into prices. By redesigning the workflow around the steps that truly require human judgment, a supplier can process more quotes and win more business in substantially less time. Most suppliers already have more data than they can use. Years of data, costs, customer behaviour, prior quotes and commercial judgment are scattered across systems and people. But millions of data lines are not, by themselves, useful intelligence. A great AI development team can clean and organise that history. Only then can AI accurately put that data to work. “Safe” technology has become riskier than ever. A wellknown ERP may feel like the safest option. But a bluechip logo can mask the cost of slow change, specialised hardware, ongoing IT support and expensive layers of add-ons that never fully fit the way a business operates. As AI makes sophisticated software more accessible, the technologies that earn their place will be purposebuilt for ship supply and evolve quickly enough to turn new advancements in AI into practical value. From faster quotes to an advantage that scales When a quoter corrects something completed by AI - an item match, unit conversion, supplier choice or pricing exception - that judgment no longer disappears into a single transaction. Each edit can improve future transactions by informing the system over time. In AI terms, this creates a continuous learning loop. Embedding it directly into daily work is what makes AI tools begin to feel like magic. This turns an experienced employee’s judgment into institutional memory that future work can draw on. The same principle can extend into other workflows, including purchase-order
acceptance, technical RFQ screening, procurement, cost updates from messy supplier PDFs and inventory planning. A few suppliers have gone further and replaced ERP systems they once assumed they could never leave. That has allowed them to rebuild the entire quote-to-cash workflow around technology doing the routine work, while significantly reducing IT overhead and legacy-system costs. The human impact has been just as meaningful. One customer recently told me he was having more fun running his business than ever before. Another client’s most seasoned quoter with 35 years of industry experience told us that we helped him take his first ever two week vacation. In the future, I believe ship suppliers will barely recognise today’s quote-to-cash workflow. Routine requests will move through pricing, purchasing, fulfilment and invoicing, with people stepping in for the decisions that require real experience. And there is a very real possibility of certain workflows happening fully autonomously. The warehouse may be the next frontier. AI will help business leaders make near-real-time strategic decisions and predict demand, supply constraints and seasonality with far greater accuracy. I expect a more responsive and resilient industry in which people spend less time moving information and more time serving customers and vessels. The companies best positioned for that future will not simply be those with access to the best AI model but rather those that are most willing to change from the inside out. In the two years since I began working with my dad, Delaware Ship Supply has achieved financial results it had not previously seen in its more than 120year history. AI was not the whole story, but it removed a major operational constraint and helped make it possible for my dad to retire this year. The opportunity is not to replace what has made established ship suppliers successful. It is to make decades of their knowledge available in every transaction and build the foundation for what comes next. Hearing a ship supplier who once told me, “I’m not too interested in AI,” now say, “It’s hard to believe this was possible,” says it all. Issue 110 2026 | The Ship Supplier | 19
Risks
Risks
food inflation. Rainfall in Indonesia and Malaysia will influence palm-oil production. 3. Logistics costs are rising
MANAGING MANUFACTURING DISRUPTION Five supply chain and labour risks FMCG and consumer-goods manufacturers face an unusually difficult combination of higher costs and weak demand over the next six months. The war between Russia and Ukraine is disrupting grain and fertiliser markets, while El Niño threatens food crops. Wages are rising in labour-intensive parts of the industry, and at the same time, consumers remain cautious. Manufacturers have limited scope to raise prices. Their priorities over the next six months should therefore be to cut or reformulate unprofitable products, control costs that do not affect customers, and position inventories carefully ahead of possible commodity shortages. Companies that delay these decisions risk a further squeeze on margins at a time when consumers have little appetite for higher prices. For risk, supply chain and operations leaders managing complex multinational networks, these pressures go beyond general margin squeezes. A regional conflict or isolated weather event can quickly cascade into critical sourcing bottlenecks, forcing teams to constantly pivot just to maintain production. To prevent these interconnected disruptions from derailing operations, leaders must look beyond their immediate suppliers and understand the broader forces reshaping their environment. Drawing from EIU macroeconomic and geopolitical analysis, we have identified 10 critical risks facing companies with global operations. In part one of this two-part series, we explore the first five supply chain and labour risks that leaders must closely monitor to safeguard their networks. 20 | The Ship Supplier | Issue 110 2026
1. War is disrupting supply chains The wars in the Middle East and Ukraine are upending supply chains for several products, including oil, raising input prices for companies. As relations between Iran and the US continue to deteriorate, fuel and raw-material costs are spiking again despite efforts to diversify supply routes. The war in Ukraine, meanwhile, continues to disrupt agricultural supplies. Russia is the world’s largest grain exporter, accounting for about a fifth of global wheat exports, and a major supplier of fertiliser. Ukrainian drone attacks on Russian grain shipping in the Sea of Azov have affected about a quarter of Russia’s usual export routes, forcing shipments onto costlier alternatives. Wheat futures have risen and Russia’s wheat-export forecast has fallen by 2m tonnes.
Companies that depend on just-in-time supply chains face delays, shortages and higher costs when they have to build stocks or switch suppliers. Supply chains are becoming slower and more expensive, putting companies with little inventory or concentrated production at a disadvantage. The wars in the Middle East and Ukraine are also raising risk premiums for freight insurance, while forcing shipping companies to take longer, more expensive trade routes. Manufacturers therefore face several sources of cost inflation at once, while weak demand limits their ability to raise prices. 4. Wages and labour shortages will add to costs Labour shortages continue to push up wages in labour-intensive industries, including retail, accommodation and catering. Workers are seeking higher pay after several years of high inflation. In Bangladesh, rising wages and high borrowing costs have narrowed margins for clothing manufacturers. FMCG companies cannot remove this pressure quickly through automation. Distribution, retail and rapid-delivery operations still rely heavily on workers. Wage negotiations could therefore add to costs over the next six months. 5. Changing diets affect demand Changes in consumer health preferences are starting to alter demand. Wider use of GLP-1 weightloss drugs, including in emerging markets such as
India, is encouraging demand for some healthier foods and drinks. Companies with narrow portfolios may lose sales to rivals better able to respond. The effect will differ by category, but manufacturers should watch changes in demand for ready-to-eat food, organic products and seafood, as well as products high in sugar or calories. Wage growth in important FMCG markets Nominal wages have also risen. India and Turkey have recorded strong wage growth alongside high inflation and tight labour markets. Wage growth in America and Japan has been more moderate but persistent. For FMCG manufacturers, the important question is whether wage costs rise faster than productivity and prices. Where they do, margins will narrow, particularly in labour-intensive distribution and retail operations. Summary Navigating these overlapping disruptions requires immediate operational discipline. Success over the next six months hinges on proactive workforce planning, aggressive cost management in non-customer-facing areas, and early inventory positioning against El Niño commodity price spikes. With limited pricing power, manufacturers must act now to protect margins before supply bottlenecks and wage pressures worsen. Be sure to look out for part two of this article series next week, where we will unpack the remaining five operational risks and explore how large multinational manufacturers can build greater resilience against them.
2. Weather could threaten future harvests Europe’s summer of droughts has already hit agricultural yields hard, particularly for summer crops such as corn, potatoes, and wine grapes. Farmers are beginning to shift their crop decisions in anticipation of future droughts. They also face threats from the El Niño weather phenomenon. A strong event during the remainder of 2026 and into 2027 could raise global food prices by about 9% within 16-18 months. Coffee, sugar and cocoa are particularly exposed because stocks are limited. Brazil’s arabica coffee crop faces risks during its flowering season from August to October 2026. India’s monsoon will affect rice output and could add 50-100 basis points to Issue 110 2026 | The Ship Supplier | 21
Kerala Samudra
Ajay Joseph honoured at the Kerala Samudra Mission 2026
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n 15th July 2026, at Hotel Dimora, Thiruvananthapuram, Ajay Joseph - Founder & Director, Global Marine Supply Co. (GMSC), and Associate Members’ Representative to ISSA, stood before Kerala’s Chief Minister to receive one of the maritime industry’s most prestigious honours. This wasn’t just an award — it was recognition of hard work and dedication. Kerala has a coastline stretching over 650 kilometres, making it one of India’s most strategically important maritime regions. Global Marine Supply Co. successfully delivered emergency ship supply and marine support services to vessels at Vizhinjam and Cochin, ensuring uninterrupted operations when urgent assistance was required. That commitment didn’t go unnoticed. The Honourable Chief Minister of Kerala, Shri V.D. Satheesan who also holds charge of Port Developments personally presented the award,
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under the fitting theme ‘Ocean Mission, Opportunity Mission’. The event also highlighted a bigger vision — the Chief Minister’s plan to develop Vizhinjam Port into a major international hub, just like Jebel Ali and Singapore Port. With Kerala already home to the largest shipping and transport network in the country, and Vizhinjam’s channel opening directly onto international shipping lanes, the opportunities ahead for India’s maritime supply industry are massive. As Vizhinjam Port moves towards becoming a world-class international transshipment hub, Global Marine Supply Co. remains committed to supporting this transformation with dependable emergency ship supply and marine services. The Global Ship Supply Excellence Award is not only a recognition of GMSC’s achievements over the past 29 years but also an inspiration to continue contributing to Kerala’s and India’s growing maritime future.
Supply
Supply
The Ship Supplier’s Widening Circle Why Labour, Food, Customs and Sanctions Rules All Meet at the Gangway
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By Dr. Katerina Konsta, CEO of World Maritime Academy and Seaworks Training & Consultancy
here is a version of ship supply that still lives in most people’s heads: an order comes in, the goods are sourced, the truck arrives at the quay, the invoice goes out. Clean, transactional, selfcontained. I have spent a long time working alongside this industry, and I no longer think that description is accurate — if it ever fully was. What I see instead, watching how supply actually moves in practice, is a role that sits at the intersection of four quite different regulatory worlds, none of which the supplier is directly bound by, and all of which the supplier quietly influences. Crew welfare. Food safety. International trade. Sanctions compliance. A single provisions order can touch all four before it ever reaches the vessel, and very few people in the chain stop to notice. I want to walk through why that matters, and why I think it is becoming part of what professional competence in ship supply actually means. Crew welfare is not just the shipowner’s paperwork
The Maritime Labour Convention was written for shipowners, operators and flag States. It sets expectations for food, accommodation, working conditions and welfare onboard, and the legal obligation to meet those standards sits, correctly, with the vessel’s operator. The supplier does not carry that obligation. But consider what the shipowner is actually relying on to meet it. Someone has to source food of the right quality, in the right quantity, documented properly, delivered on time and handled correctly along the way. That someone is usually the ship supplier. A shipowner can have an excellent MLC compliance policy on paper, and it will still fail in practice if the supply chain underneath it is inconsistent. The gap between policy and reality does not show up in a boardroom. It shows up onboard, in the galley, weeks into a voyage. I am careful not to overstate this. The supplier is not the duty-holder. But the supplier is very often the last link in a chain the shipowner is trusting to deliver that duty in practice, and I think that distinction deserves more attention than it currently gets.
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time pressure, with a vessel waiting on its sailing window. Not being the party who files the declaration is not the same as having no useful role in preventing the problem that declaration might reveal.
Food safety begins long before the gangway
Sanctions exposure rarely comes from the product
This leads naturally into the second area, because the same provisions that support crew welfare are also where food safety questions live. Codex Alimentarius, developed by the FAO and WHO, sets international principles for food safety and hygiene. It is not maritime-specific and it is not, by itself, legally binding — its influence comes through national adoption and through its role as a reference point in trade. National food law, port health requirements and a customer’s own contractual standards do not always align with each other, and meeting one does not automatically mean meeting another. What concerns me most in this area is not deliberate negligence — I rarely see that. It is ordinary commercial pressure quietly overriding food-safety judgement. A tight sailing window. A preferred supplier unable to fulfil the full order. A secondary source who can meet the deadline at a slightly better price, with a cold-chain history nobody has time to check. None of this looks dramatic in the moment. The consequences, if something is wrong, surface later — at sea, where there is no straightforward way to trace where in the chain the problem began.
The fourth area is, in my view, the one the industry has been slowest to absorb. Sanctions compliance has long been treated as the concern of banks, large shipping groups and specialist legal teams. But exposure does not usually come from the goods themselves. It comes from who is involved in a transaction — customer, counterparty, beneficial owner, charterer, financial intermediary — and from destinations, ownership structures and payment routes that a supplier would not normally think to examine, because nothing about the order itself suggested a need to. An order can look completely ordinary — familiar customer, unremarkable goods, a major port of call — and still carry risk if something has changed upstream: a shift in vessel ownership, a new charterer connected to a restricted jurisdiction, a payment routed through a bank that has recently tightened its own compliance posture. The goods being legal does not mean the transaction is safe to proceed. That is an uncomfortable distinction, but I think it is the correct one.
Customs is not simply the broker’s problem The third area is one many suppliers genuinely believe does not concern them. Ship supply, by its nature, is an international trade activity dressed up as logistics — goods sourced in one country, transported through a second, delivered to a vessel flagged in a third. Classification, origin, documentation and, in some cases, licensing requirements all attach to that movement, whether or not the goods themselves look sensitive. I understand why suppliers see customs as the freight forwarder’s responsibility or the customs broker’s responsibility, and in the formal sense, that is often correct. But brokers can only work with the information and documentation they are given. If a supplier hands over an order without noticing anything unusual about origin, classification or destination, an issue that could have been caught in an afternoon can instead surface at a border, under
What connects all four Writing about these four areas separately, what struck me most was how similar the underlying pattern is across all of them. Documentation functions as evidence, not paperwork — the difference between a defensible process and an unsupported claim of good faith after the fact. Time pressure is the recurring risk factor, because urgency is exactly when corners get cut. Price, used as the dominant purchasing criterion, shows up again and again as the decision that looks reasonable in the moment and expensive in hindsight. And in every case, the assumption that “this isn’t really my responsibility” is technically defensible and practically dangerous, because having no legal duty is not the same as having no useful role in noticing when something looks wrong. A different kind of professional competence None of this requires a ship supplier to become a maritime lawyer, a food scientist, a customs specialist or a sanctions officer. I want to be clear about that, because I think overstating the requirement is as unhelpful as understating it. What it requires is enough working familiarity with each of these areas to recognise when a transaction has moved from routine to unusual — and enough discipline, especially under commercial
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Supply
Chandling
Understanding the Ship Supply Process
pressure, to slow down and check rather than assume. That is a different skill from sourcing ability or product knowledge, and it is not one the industry has traditionally trained for. I think it needs to be. The suppliers I have seen build the strongest, longest relationships with owners and managers are, without exception, the ones who understand their role as something broader than transactional — who see themselves as operating inside these regulatory environments, not simply adjacent to them. That understanding does not arrive from a single transaction or a single close call. It comes from ongoing, structured attention to how these regulatory environments actually work, and a willingness to continually build that knowledge as the regulations themselves change. I think that is where the profession of ship supply is heading, whether or not the job description has caught up yet. The World Maritime Academy (WMA) is the exclusive provider of the ISSA Ship Suppliers Educational Programme — the internationally recognised standard for professional development in the ship supply sector. If you are a ship chandler, supplier, or procurement professional looking to build the skills that drive real competitive advantage, this is the programme designed for you. Visit our profile www.e-wma.com to learn more about the ISSA programme and our wider range of online maritime courses and seminars. Contact us: support@e-wma.com www.e-wma.com Beyond the flagship Crash Course in MLC 2006 – CODEX – Customs & Sanctions Compliance for Ship Chandlers, four targeted courses give ship suppliers deeper grounding in the specific frameworks now shaping their work: crew welfare under the MLC, Codex-aligned food safety, customs and trade compliance, and sanctions awareness. Each builds the judgement to recognise where an ordinary transaction — familiar customer, routine goods — still warrants a closer look. Together, they reflect a shift in what professional competence in ship supply now requires.
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FROM ORDER PLACEMENT TO VESSEL DELIVERY Commercial vessels rely on a continuous flow of supplies to remain operational, compliant, and ready for every voyage. From food provisions and engine spares to safety equipment and cabin stores, every item must be delivered at the right time and in the right quantity. This coordinated system is known as ship chandling.
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elivering supplies to a vessel involves much more than transporting products to the port. It requires careful planning, inventory management, procurement, coordination with port schedules, customs compliance where applicable, and timely execution to ensure the vessel receives what it needs without disrupting its operations. This guide explains each stage of the ship supply process, helping ship owners, managers, procurement teams, and vessel operators understand how commercial ship supplies move from an order request to successful onboard delivery.
Procurement team – Sources products, manages supplier relationships, and places orders. Captain (Master) – Approves operational requirements and ensures the vessel is adequately supplied. Chief Engineer – Identifies engine room requirements, spare parts, and maintenance-related supplies. Chief Officer – Oversees deck stores, safety equipment, and cargorelated requirements.
WHAT IS THE SHIP SUPPLY PROCESS? The ship supply process refers to the end-to-end procurement and delivery of goods required for a vessel’s day-to-day operations. It covers everything from identifying onboard requirements and placing orders to preparing supplies, coordinating port logistics, and completing delivery documentation. An organized ship chandling process helps ensure vessels receive the right supplies at the right location and time, reducing operational delays and supporting safe, efficient voyages. Several stakeholders contribute to this process, each with specific responsibilities:
Ship chandler – Procures, prepares, and delivers the requested supplies. Port authorities, where applicable – Facilitate port access, security procedures, and operational coordination for deliveries. Each party plays an important role in ensuring the marine supply process runs efficiently. WHY AN EFFICIENT SHIP SUPPLY PROCESS MATTERS
Ship owner – Oversees operational budgets and overall vessel management.
Timely procurement and coordinated deliveries are essential for efficient vessel operations. A well-managed ship supply process offers several operational and logistical benefits, including:
Ship manager – Coordinates vessel operations and procurement activities.
Minimizes Vessel Downtime Delayed deliveries or missing supplies can disrupt maintenance
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Chandling activities, postpone departures, or extend port stays. Efficient procurement and delivery help vessels maintain their schedules. Ensures Operational Continuity Routine operations depend on the availability of essential supplies. Timely replenishment enables the crew to continue maintenance, housekeeping, food preparation, and cargo operations without interruption. Supports Crew Welfare Adequate provisions, medical supplies, cabin stores, and hygiene products contribute to a safe and comfortable onboard environment, particularly during long voyages. Helps Maintain Regulatory Compliance Many onboard items, including safety equipment, medical supplies, and certain operational materials, must meet applicable maritime requirements. Proper procurement helps vessels remain inspectionready. Reduces Procurement Costs Through Better Planning Planning purchases in advance allows procurement teams to consolidate orders, compare suppliers, and avoid costly last-minute sourcing or emergency deliveries. STEP-BY-STEP GUIDE TO THE SHIP SUPPLY PROCESS Although individual procedures vary between shipping companies, most vessel supply processes follow a similar sequence. Step 1 – Identifying Vessel Requirements Every supply cycle begins by assessing what the vessel needs before its next voyage. This typically involves: • Reviewing current onboard inventory • Assessing planned voyage duration • Estimating crew consumption • Reviewing maintenance schedules • Considering applicable regulatory requirements Different departments contribute to the requisition. The chief engineer identifies engine stores and spare parts, the chief officer reviews deck equipment and safety items, while the galley team assesses provisions and cabin stores. Together, these inputs create a comprehensive list of required supplies. Step 2 – Preparing the Ship Supply Requisition Once requirements are identified, the vessel prepares a detailed requisition for the procurement team. Items are usually categorized to simplify purchasing and delivery, including: • Provisions • Deck stores • Engine stores • Cabin stores • Safety equipment Delivery priorities are also established, particularly for urgent maintenance items or products required before departure. A clear requisition minimizes ordering errors and helps suppliers prepare accurate quotations. Step 3 – Requesting Quotations (RFQs) and Supplier Selection The procurement team sends Requests for Quotations (RFQs) to approved suppliers or ship chandlers. When comparing quotations, procurement teams typically evaluate: • Product quality • Stock availability • Delivery timelines • Pricing • Product certifications, where applicable • Supplier reliability and responsiveness Selecting a supplier involves balancing cost with quality, availability, and the ability to deliver within the vessel’s operational schedule.
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Chandling Step 4 – Order Confirmation and Procurement After selecting a supplier, the procurement team issues a purchase order confirming the required products, quantities, delivery location, and schedule. The supplier then begins procurement activities, which may include: • Confirming product availability • Sourcing additional items • Verifying inventory • Conducting quality checks before dispatch Careful order verification at this stage helps prevent shortages or incorrect deliveries later in the process. Step 5 – Order Preparation and Packing Once the order is complete, the supplier prepares it for transport. This stage typically includes: • Picking items from inventory • Packing products securely • Labelling packages for easy identification • Separating hazardous materials where required • Maintaining temperature control for perishable goods • Preparing supporting documentation Well-organized packing reduces handling time during delivery and helps prevent product damage in transit. Step 6 – Coordinating Port Logistics Port logistics is one of the most critical stages of the ship supply logistics process. Even a fully prepared order can face delays without proper coordination. Suppliers and vessel operators must consider several factors, including: • Vessel arrival schedules • Berthing windows • Anchorage delivery arrangements • Port security clearances • Customs procedures, where applicable • Delivery vehicle access and coordination Changes to a vessel’s estimated time of arrival (ETA), weather conditions, or port congestion may require delivery schedules to be adjusted. Close communication between the vessel, supplier, and port stakeholders helps ensure supplies are delivered efficiently without affecting operations. Step 7 – Vessel Delivery When the vessel is ready to receive supplies, the delivery team follows port access and boarding procedures before transferring the order onboard. The receiving crew typically: • Verify quantities against the delivery note • Inspect products for damage • Confirm that all requested items have been received • Report any discrepancies immediately Once verified, the designated receiving officer approves the delivery, completing the physical transfer of supplies. Step 8 – Documentation and Order Closure The final stage ensures all procurement records are complete and inventory systems are updated. Typical documentation includes: • Delivery notes • Commercial invoices • Receipt confirmation • Inventory updates • Procurement records • Inventory reconciliation Maintaining accurate records improves future purchasing decisions and supports internal audits and operational reporting. COMMON CHALLENGES IN THE SHIP SUPPLY PROCESS Even with careful planning, the ship supply process can be affected by operational and logistical challenges. Identifying these issues early and taking preventive measures can help minimize disruptions and keep vessel operations running smoothly.
Last-Minute Orders Urgent procurement requests often leave suppliers with limited time to source products, especially specialized equipment or spare parts. This can result in higher costs, reduced product availability, and delays in delivery.
Work with Reliable Ship Chandlers An experienced ship chandler understands port procedures, delivery schedules, and the operational needs of commercial vessels. Partnering with a dependable supplier helps ensure consistent product quality, timely deliveries, and better support for urgent supply requirements.
Port Schedule Changes Changes in a vessel’s estimated arrival time, berth allocation, or departure schedule can shorten delivery windows or require supplies to be redirected. Close coordination between the vessel, supplier, and port agents is essential to manage these adjustments efficiently.
Communicate Port Schedules Clearly Providing suppliers with accurate arrival times, berth details, and any schedule changes enables them to coordinate deliveries more efficiently. Clear communication reduces the likelihood of missed delivery windows and operational disruptions.
Product Shortages Certain marine products or technical components may not always be readily available, particularly during periods of high demand. Product shortages can delay maintenance work or require suitable alternatives to be sourced within a limited timeframe.
Review Supply Performance After Every Delivery Evaluating each delivery allows procurement teams to assess supplier reliability, delivery accuracy, product quality, and overall service performance. These insights help improve future purchasing decisions and strengthen long-term supplier relationships.
Customs Delays For imported goods, incomplete or inaccurate documentation can slow customs clearance and postpone deliveries. Preparing the required documents in advance helps reduce unnecessary delays during the procurement process.
HOW TECHNOLOGY IS IMPROVING THE SHIP SUPPLY PROCESS
Weather Disruptions Adverse weather conditions can affect vessel arrival times, restrict port operations, or make berth and anchorage deliveries unsafe. Flexible planning and regular communication help suppliers adjust delivery schedules when weather conditions change. Incorrect Requisitions Errors in product descriptions, quantities, or specifications can lead to incorrect orders, missing items, or unnecessary purchases. Reviewing requisitions carefully before placing orders improves procurement accuracy and reduces costly corrections. Communication Gaps Poor communication between vessel crews, procurement teams, suppliers, and port agents can lead to misunderstandings, missed delivery windows, or incomplete orders. Sharing accurate and timely information helps ensure every stage of the supply process runs efficiently. Proactively addressing these challenges through careful planning, clear communication, and reliable supplier partnerships helps maintain an efficient and dependable ship supply management process. BEST PRACTICES FOR STREAMLINING SHIP SUPPLY OPERATIONS Plan Procurement Early Planning procurement well before a vessel’s arrival gives procurement teams sufficient time to assess requirements, compare suppliers, and source specialized products if needed. It also reduces the risk of last-minute orders, which can lead to higher costs and delivery delays. Maintain Accurate Inventory Records Keeping inventory records up to date helps procurement teams monitor stock levels, identify items that need replenishment, and forecast future requirements more accurately. This minimizes shortages and prevents unnecessary overstocking. Consolidate Orders Where Possible Whenever practical, combine provisions, deck stores, engine stores, cabin stores, and other requirements into a single order. Consolidating purchases reduces administrative effort, streamlines logistics, and can help lower transportation and delivery costs.
Technology is making marine procurement faster, more accurate, and easier to manage across modern fleets. Many shipping companies now use: • Digital procurement platforms • Electronic requisition systems • Inventory management software • Real-time shipment tracking • Digital delivery documentation • Fleet-wide procurement systems These tools improve visibility throughout the ship supply chain, reduce paperwork, minimize manual errors, and enable procurement teams to monitor orders more efficiently across multiple vessels. CHOOSING THE RIGHT SHIP SUPPLY PARTNER Selecting the right ship supply company involves more than comparing prices. A dependable supplier should consistently deliver quality products while supporting efficient vessel operations. Key factors to consider include: • A comprehensive product range • Fast response times • Strong delivery network across multiple ports • Consistent product quality • Technical knowledge of marine operations • Emergency supply capabilities • Clear and reliable communication Working with an experienced ship chandler that understands the operational demands of commercial shipping can simplify procurement and improve supply reliability. At Ocean Pride, we support commercial vessels with a broad range of marine supply services, helping operators source essential products efficiently while meeting tight delivery schedules. CONCLUSION An efficient ship supply process is built on careful planning, clear communication, and effective coordination between vessel crews, procurement teams, suppliers, and port authorities. From preparing accurate requisitions to managing port logistics and completing onboard delivery, every stage contributes to keeping commercial vessels operational and reducing procurement risks. By maintaining accurate inventory records, planning purchases in advance, and working with experienced ship chandlers, vessel operators can streamline procurement and ensure they receive the right supplies at the right time. Reliable partners such as Ocean Pride help simplify this process by providing timely access to quality commercial ship supplies, supporting smooth vessel operations across a wide range of ports.
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Debt Management
Procurement
TOP 10: PROCUREMENT STRATEGIES The Top 10 procurement strategies every professional needs to know to drive long-term success
“No one can safely ignore sanctions” By Roger Symes, Director, Marine Debt Management
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everal important developments make it necessary to return to the subject of sanctions. Conflicts around the world mean governments are making increasing use of sanctions. They are also seeking to enforce sanctions more widely and increase penalties for those deemed to have breached them. Amongst notable events this year has been the United States (US) directly sanctioning a foreign general ship supplier and imposing a USD 175,000 fine on a Californian freight forwarding and logistics company. The European Union (EU) and United Kingdom (UK) have also taken action to bring more companies within the scope of their sanctions regimes and to increase penalties. Although the majority of vessels sanctioned are
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tankers, an increasing number of other vessel types have also been sanctioned, including container ships, general cargo vessels, offshore support vessels and tugboats. A common mistake is to believe a government must name a company or vessel for it to be sanctioned. This is incorrect. Any asset, be it a company, ship or anything else, need only be more than 50% owned by a sanctioned entity or individual for it too to be sanctioned. The fact that a ship does not appear on a list of sanctioned vessels, is no guarantee it is not sanctioned. Once a ship is listed as sanctioned, it will usually change its name, country of registry and legal ownership. Again, this does not mean it is no longer sanctioned. Another reason not to rely on lists of sanctioned ships. Similarly, a company adopting a new name remains sanctioned. The Californian company was fined because it traded with an entity sanctioned under a different name. The new name did not appear on sanctions lists but the US Treasury Department deemed the supplier should have noticed the phone number and email address used were the same as that of the sanctioned entity. In October the US imposed a record fine of USD 1.2 billion on Bank of America, for failing to detect potential money laundering and other illegal activity. All banks are fearful of losing the right to trade in US Dollars and are tightening their AML (anti-money laundering) and KYC (know your customer) checks. A ship supplier recently told us they had agreed to supply a sanctioned vessel on pre-payment terms. The funds were advanced and the vessel supplied. All appeared well until, one month later, the supplier’s bank queried the transaction and asked for an explanation. The supplier was rightly concerned their bank could decide to suspend or even close their account as too “high risk”. The potential risk of losing banking relationships has resulted in many buyers amending their terms of purchase. Contracts between marine purchasing organisations and suppliers now require suppliers to commit to: (a) not sourcing any items from sanctioned entities, and (b) not supplying sanctioned entities or vessels. To further add to suppliers’ difficulties, we are now seeing longestablished owners and managers not engaged in sanctioned trades, starting to adopt the practices of those trades. These include incorporating numerous ship management companies, so each vessel has its own management company, in addition to its individual legal owning company and requiring ships to switch off AIS transponders or broadcast inaccurate AIS data. This unwelcome trend means ISSA members need to remain ever vigilant when approached by unknown buyers and stay alert to known buyers altering their practices and behaviour.
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s sourcing and procurement become more critical alongside the rise in complexity of the overall supply chain, professionals in the industry will need to be more strategic in their operations honing in on discipline, consistency, risk management, optimisation, and digitalisation. “Chief Procurement Officers must be prepared to update their strategic plans and communicate the expectations and aspirations of supply chain procurement to their leadership, peers and teams,” says Gartner. SUPPLIER RELATIONSHIP MANAGEMENT (SRM) In the management and maintenance of relationships between a buyer and supplier, supplier relationship management (SRM) is one way for organisations to connect the supply chain and key suppliers with the strategic interest of the organisation. A well-designed SRM programme can help companies increase their collaboration and identify the right kind of suppliers suited to their business, product and beliefs. It can also help to improve cost optimisation, top-line growth, supplier innovation, and process improvements. STRATEGIC SOURCING Compared to traditional sourcing methods, strategic sourcing is a long-term process seeking to create the best value possible while looking at the total cost of ownership. Strategic sourcing is a targeted approach to procurement that requires a continuous reevaluation of sourcing activities, analysis of markets, and recognising of the goals of the organisation. With strategic sourcing, organisations can make their procurement processes less short-sighted and cost-focused. Instead, they can develop a flexible and agile system adding to the overall value and long-term goals of the organisation. COST REDUCTION While other factors have risen in priority over the years cost reductions remain among one of the top priorities for organisations, with many turning to technology implementation, strategic sourcing, sustainability, and many other wider strategies to further the overall cost reduction strategy. RISK MANAGEMENT It seems that you can’t have procurement and supply chains without ‘risk’, and in recent years, risk and disruption have become more commonplace. With increased volatility, organisations need to be prepared to flexibly navigate uncertainty and risk. By implementing an effective risk management strategy, organisations can make better and more informed decisions, reduce disruption, increase resilience, improve supplier relationships, and better compliance. SUPPLIER DIVERSITY With 9 in 10 organisations expected to maintain or increase supplier diversity strategies, they are no longer shy when it comes to promoting their supplier diversity programmes. An essential procurement strategy, supplier diversity is crucial to drive innovation, expand into new markets, and foster a more equitable
business climate. It can also drive economic growth and job creation especially for communities often overlooked. Other benefits of supplier diversity include an increased competitive advantage, greater inclusion, and further sustainability efforts. DIGITAL TRANSFORMATION No longer a buzzword or nice to have, digital transformation is the way forward for competitive organisations and those looking to stay ahead of the curve. Blockchain, AI, automation, Generative AI and many more are breaking through the siloed and old-school approaches to procurement to drive greater efficiencies, cost reductions, risk management, compliance, sustainability and realtime visibility. STRATEGIC NEGOTIATION The bones of any procurement function are the negotiation of contracts and supply. Those organisations looking to have a competitive edge in their industry are moving beyond the traditional approach to negotiations and being much more strategic. Building on supplier diversity and SRM, strategic negotiation looks to build strategic relationships with suppliers, vendors and stakeholders to create a win-win situation. With this approach, organisations can benefit from cost optimisation, collaboration, and visibility. DEMAND FORECASTING With the rise in volatility and disruption, the more information procurement can collect the more accurately the function can make decisions. With demand forecasting organisations can plan raw material retention, manufacturing, allocation of resources, revise pricing, and expedite fulfilment. By being more strategic in demand forecasting and the implementation of technology, organisations can reduce risk, improve budgets and costs, improve customer service and reduce downtime. CONTINUOUS IMPROVEMENT In the current business landscape, continuous improvement is vital to stay ahead. Taking a continuous improvement approach to procurement ensures that processes, strategies, and technologies evolve and adapt to changing market and business needs. Benefits of continuous improvement include cost savings, supplier relationship development, risk mitigation and compliance, operational efficiency and continuous innovation. SUSTAINABILITY As the importance of sustainability and ESG continues to rise, applying an effective sustainability strategy to procurement is no longer a nice to have but a MUST. Having a strategy in place to tackle this across not only procurement but the entire supply chain is essential. The benefits of a sustainability and ESG strategy include improved reputation, reduced GHG emissions, a boost in employees’ wellbeing, and the support of local communities.
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Piracy
Piracy
Maritime piracy incidents remain at historic lows despite Somali piracy concerns
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he ICC International Maritime Bureau (IMB) has reported the lowest level (51) of piracy and armed robbery incidents since 1992 in the first nine months of 2026. However, a recent resurgence of Somali piracy incidents highlights the continued risks facing seafarers, with IMB urging vigilance, timely reporting and strict adherence to Best Management Practices (BMP). The IMB Piracy Reporting Centre (PRC) reported 51 incidents for the period of January-September 2026, down from 116 in the same period last year, the lowest reported nine-month figures since 1992. The report reveals that 36 vessels were boarded, eight hijacked, four fired upon and three attempted boardings. In 86% of incidents, perpetrators successfully gained access to the vessel while either at anchor or steaming with most boarding incidents occurring at night. The threat of violence against crew remains a concern, with 105 crew directly affected, compared to 72 in the same period in 2025. Weapons were identified in 53% of reported incidents in the first nine months of 2026.
Somali piracy risks heighten
IMB Director Michael Howlett said:“While incident levels are at their lowest in more than three decades, the recent uptick in Somali piracy activity is a reminder that the threat remains. Incidents this year have also shown that strict adherence to BMP recommendations remains one of the most effective ways to deter hijacking attempts and protect crews. Continued vigilance is essential to safeguarding seafarers and the vital trade routes on which the global economy depends.”
Declining incidents in the Gulf of Guinea and the Singapore Straits
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While overall piracy incidents remain at historic lows, IMB recorded a rise in Somali piracy activity from January to September 2026, with Somali pirates responsible for eight vessel hijackings and 94% of all crew taken hostage globally. Most hijacked vessels have been released with the crew reported safe. IMB notes that vessels implementing the latest BMP have continued to successfully deter hijacking attempts, even in cases where pirates have managed to board a vessel. However, Puntland authorities reported in late September that five crew members were killed and five injured prior to the release of the Palau-flagged product tanker Honour 25, hijacked on 21 April 2026. While these incidents highlight the continued capability of Somali pirates to target vessels in the region, they are not comparable in scale or reach to the deep-sea piracy operations that characterised the 2008-2013 Somali piracy era.
Two incidents were reported from January to September 2026 in the Gulf of Guinea waters with none in the last quarter. The IMB commends the littoral states of the Gulf of Guinea for their continued efforts in ensuring incidents of piracy and armed robbery remain at these low levels.
Similarly, there has been a welcome reduction in reported incidents in the Singapore Straits, with 13 in the first nine months of 2026 compared to 73 during the same period in 2025. Two crew were taken hostage and a further two were threatened and one was injured in 2026 in the Singapore Straits. In over 69% of incidents perpetrators were armed with either guns or knives and managed to successfully board all targeted vessels indicating the continued risk to shipping in these waters. IMB commends the actions of the authorities which have contributed to the reduction in reported incidents in the Singapore Straits. Reduced levels of reported incidents in the Indonesian Archipelagic continues. Six incidents were reported in the first nine months of 2026 compared to nine during the same period in 2025. Weapons were reported in one incident in which one crew was also taken hostage. Nine anchored vessels were boarded in the Philippines, with six incidents reported in Manila and three in Batangas, compared to no reported incidents in 2025. Two crew members were taken hostage during the incidents, while weapons were reported in five cases.
“The drop in reported incidents in the Gulf of Guinea and Singapore Straits is encouraging and reflects the positive impact of sustained efforts by the authorities. It is important to maintain this momentum through continued vigilance and timely reporting of all incidents,” said Mr Howlett. The IMB Piracy Reporting Centre Founded in 1991, the IMB Piracy Reporting Centre (PRC) serves as a crucial global, 24-hour single point of contact to report crimes of piracy and armed robbery and to provide support to ships under threat. Quick reactions and a focus on coordinating with response agencies, sending out warning broadcasts and email alerts to ships have all helped bolster security on the high seas. The data gathered by the Centre also provides key insights into the nature and state of modern piracy. IMB encourages all shipmasters and owners to report all piracy and armed robbery incidents to the IMB PRC as a vital first step to ensuring adequate resources are allocated by authorities to tackle maritime piracy.
Technical Ship Supply I Provision Supply I Catering I Spare Parts & Repair Service On-/Offshore I New Build Supply Mooring Ropes & Special Wire Ropes I Manufacturing of Nets I Airfreight & Logistics I Maritime Environment Protection Systems
PLEASE CONTACT: Martin Wirz Phone: +49 (0) 172 4270298 m.wirz@kloska.com
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Procurement
The Law and Practice of General Average and Salvage in Carriage of Goods by Sea The maritime industry, with its vast and intricate operations, occasionally faces extraordinary challenges that necessitate a deep understanding of specific legal principles. A recent article by maritime law expert Philip Teoh sheds light on the crucial concepts of general average and salvage, pivotal to navigating the complex waters of maritime operations.
Key Principles in Focus The article begins by highlighting two recent high-profile maritime incidents: the Dali cargo ship’s catastrophic collision with the Key Bridge and the Ever Given’s infamous grounding in the Suez Canal. These events have thrust the concepts of general average and salvage into the spotlight, revealing their critical role in managing maritime crises. General Average: A Historical Legal Doctrine General average, a principle rooted in ancient Rhodian law, mandates that all stakeholders in a maritime venture share proportionally in any losses resulting from voluntary sacrifices made for the common good. This doctrine ensures that financial burdens from emergencies, such as jettisoning cargo to save a ship, are equitably distributed among shipowners, cargo owners, and charterers. Teoh’s article delves into the historical evolution and modern application of this principle, underscoring its enduring relevance. Salvage: Rewarding Voluntary Rescue Efforts Distinct from general average, the law of salvage rewards voluntary efforts to save a vessel or its cargo from peril. Salvors, acting without a pre-existing duty, can claim remuneration for their services. The article explores key legal principles and case law governing salvage, emphasizing the importance of these operations in preserving maritime property and ensuring safety at sea. Legal Precedents and Practical Implications Teoh reviews significant legal cases, including the Federal Court decision in Fordeco Sdn Bhd v PK Fertilizers Sdn 36 | The Ship Supplier | Issue 110 2026
Bhd, which clarifies the principles of general average and salvage. The analysis extends to international conventions, such as the International Convention on Salvage 1989, and their applicability in jurisdictions like Malaysia. Real-World Examples The article brings theory to life with real-world examples. The Ever Given incident, which blocked the Suez Canal and disrupted global trade, serves as a case study for understanding the financial and logistical impacts of general average declarations. Similarly, the Dali incident illustrates the practical challenges faced by cargo owners and the financial implications of maritime emergencies. Navigating Future Challenges For maritime stakeholders, understanding these legal principles is not just academic. Incorporating relevant clauses in contracts of carriage and insurance policies is essential for managing risks effectively. Teoh’s article provides invaluable insights for shipowners, cargo owners, and insurers, emphasizing the need for preparedness in the face of maritime adversities. In conclusion, Philip Teoh’s detailed exploration of general average and salvage offers a comprehensive guide to these foundational aspects of maritime law. As the maritime industry continues to navigate its share of challenges, these principles remain as vital today as they were centuries ago, ensuring fairness and encouraging voluntary efforts to save lives and property at sea.
Commodity
Commodity
European drought snarls inland commodity flows, cuts power supplies • • •
Rhine, Danube river levels hit record lows in key chokepoints Inland markets face squeeze on fuel, chemicals, metals and grains Power plants reduce output due to cooling water limitations
R
ecord temperatures in Europe have left its two busiest waterways – the Rhine and the Danube – at critical lows, shutting down key trade arteries and power plants stymied by cooling water restrictions. Rhine water levels hit an all-time low of under 20 cm at Germany’s Kaub chokepoint, where barges make their way from the country’s south into Switzerland, on Aug. 5. On the Danube, water levels in Budapest fell below 10 cm on Aug. 2, another record. To keep traffic moving, shipowners are cutting loads to test the limits of navigable water limits with lower cargo volumes, but congestion is forcing up freight costs and forcing transport onto costlier road and rail routes. In key pinch points, the disruption exceeds previous crises in 2018 and 2022, and comes ahead of what is typically the peak summer crunch point for regional water levels. As a result, inland markets are facing surging costs for energy, chemicals, metals and agricultural goods, compounding existing disruption from the Middle East and Russia-Ukraine conflicts.
Trade flows •
The Rhine typically ships around 300 million mt of goods per year, most of it oil products and chemicals, while ports along the Danube handled 62.7 million mt in 2025, according to the commissions for each waterway.
•
Close to 1.1 million mt of oil products passed through the Upper Danube Hungary-Slovakia cross-border point in 2025, alongside 853,000 mt of ores and metal products and 370,000 mt of grain.
•
Nuclear plants use the water for cooling, but are restricted from excessively raising river temperatures. A lack of a cool water supply to dilute wastewater can therefore force closures.
•
At river levels below 150 cm, barges carrying more than 2,000 metric tons must reduce cargo loads to sail
safely, prompting shipowners to impose surcharges to offset lost capacity. •
38 | The Ship Supplier | Issue 110 2026
Below 80cm, vessels on the Rhine have no legal obligation to transport goods, and 40 cm is normally considered the cutoff to fully halt barge traffic. A small number of super lightweight, modern barges are still
sailing shallower depths with little cargo, but few can navigate key pinch points. •
Navigation of the Danube has been suspended at two points near the border between Austria and Slovakia until Aug. 17, according to the Danube Commission’s website.
Issue 110 2026 | The Ship Supplier | 39
Commodity
•
The Danube has provided an alternative exit route for Ukrainian grain and vegetable oil via the ports of Reni and Izmail since Russia began targeting its Black Sea trade.
•
Along the Rhine, diverting to rail transport has been challenged by Deutsche Bahn construction work along the River’s right bank, which is taking place from July 10 to Dec. 11.
•
Steel producer ArcelorMittal has adjusted some production from its Duisburg facility, while Tata Steel Nederland is shifting some cargo to rail freight to minimize disruption.
•
Serbia imported only 20% to 25% of planned petroleum product quantities at the end of July because of barges operating at 30-40% of normal capacity on the Danube, its energy minister said.
•
German Chemicals producer BASF declared force majeure on deliveries of certain surfactant products from its European production assets.
•
LyondellBasell declared force majeure on supply from its 170,000 mt/year butadiene extraction unit at Wesseling, Germany, effective July 16 according to a customer letter seen by Platts July 23.
•
Balkans hydropower output hit a 10-month low in July, with signals of further drops to come.
•
Ex-Hungarian base day-ahead power prices were $182.42/MWh on Aug.6, up from $142.14/MWh July 30.
•
The price of hot-rolled steel coil loaded in Germany’s Ruhr region – the Northwest European benchmark- reached €715/mt on Aug. 6, up from €680/mt on June 30.
•
Inventories are growing at the ARA hub. Naphtha stocks peaked at 618,000 mt in the week to July 30, their highest level since March 12, Insights Global data showed. Gasoil stocks built for the first time since May in the week to Aug. 6.
Infrastructure •
Power plants in Hungary, Romania, Slovenia, France, Italy and Poland have been forced to reduce or halt operations and turn to neighboring countries for imported supply.
•
Hungary’s 2-gigawatt Paks nuclear power plant, which typically supplies up to 40% of its electricity, depends on the Danube for cooling. It has been running at significantly reduced rates since late July and has only one 240-megawatt turbine still operating.
•
Hungarian refiner MOL volunteered to reduce its electricity use by 40% in peak periods, which a spokesperson said would come mostly from its petrochemicals facilities.
•
Romania blew up a rock formation in the Danube to redirect water toward its Cernavoda nuclear power plant and prevent it from shutting down. Authorities are working to sink four barges to further support water levels.
•
In Serbia, the sole refinery in Pancevo is releasing oil reserves to compensate for shortages in August. The country’s biggest hydropower plant, Djerdap 1, is running at a third of its capacity.
•
In Romania, automakers Dacia and Ford have paused production until Aug. 19, in a move the prime minister says will cut electricity demand by 200MW.
•
Austria’s 192,000 b/d OMV Schwechat refinery has experienced some restrictions related to product distribution via the Danube, and has adjusted some supply patterns within its subsidiary network, it told Platts on July 23.
Prices •
Oil product prices in the Amsterdam-RotterdamAntwerp barges have been depressed by Rhine congestion that has left product idle at the coastal port hub. Barge prices for FOB ARA ULSD were $1175.5/mt on Aug. 6, down 12% from July 31, according to Platts assessments.
•
In petrochemicals, Platts assessed the European styrene monomer contract price for August settled at €1,841/mt (about $2,120.28/mt), up €149/mt from the July contract.
•
The August contract for benzene, a key feedstock for styrene, was up by €184/mt, having settled at €1,277/mt on July 31 amid production disruptions, restricted Rhine barging activity and limited imports into the ARA hub.
•
Grain and corn prices have been supported by Black Sea disruption, low river levels and a deteriorating EU crop outlook. Platts assessed Corn loaded in Constanta, Romania at $243/mt on Aug. 6, up from $228/mt June 30.
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Source: Platts
Market
Market
OIL FALLS AS SUPPLY CONCERNS EASE ENERGY MARKETS DIPPED, AS SUPPLY DISRUPTION CONCERNS IN THE MIDDLE EAST EASED. PRECIOUS METALS FELL FOLLOWING THE FED’S RATE HIKE. INDUSTRIAL METALS GAINED. BY DANIEL HYNES.
Market Commentary Crude oil prices gave back recent gains as recent supply disruptions began to resolve. Saudi Arabia said it expects to return about half of the capacity of its East-West pipeline within days after shutting it last week when it was attacked by drones. State-owned Saudi Aramco is said to be working to by-pass a damaged section. However, it could take up to six weeks for the pipeline to be back to full capacity, according to a Bloomberg report. In the meantime, Saudi Arabia is ramping up prompt sales of crude from outside the Strait of Hormuz. It has sold about 20mbbl to Asian refiners this week, according to traders. Compounding matters was reports that Libya was able to restore its 44 | The Ship Supplier | Issue 110 2026
Natural gas markets in Europe and Asia fell alongside crude oil amid easing concerns of supply disruptions. However, European prices were up strongly earlier in the session after Germany’s Economy Minister, Katherina Reiche, prompted its stateowned gas trader to buy more gas to boost inventories. This underscores growing concerns over Europe’s depleted gas reserves ahead of winter. Storage facilities across the region are about 68% full, way below the seasonal average. The situation is worse in Germany where they are only 56% full. Gold ended the session lower after the FOMC raised rates by 25bp and signalled another rate hike is likely this year. The precious metal was down as much as 1.3% during Chair Warsh’s briefing, where he reaffirmed the threat posed by inflation on the US economy. Gold had found some support earlier in the session as inflationary concerns eased following a selloff in energy markets. The base metals sector also found some support from investors as US stocks and bonds found some relief ahead of the FOMC meeting. Copper led the sector higher, despite signs of easing tightness. Cash contracts are trading at a discount of USD37/t to three months futures. This is a reversal of the premium they have been trading at in previous weeks. This may be due to US traders paring back buying following reports that the White House is
delaying a decision on import tariffs on refined metal due to concerns it would worsen the inflationary backdrop. Iron ore futures found some support on expectations that steel mills in China could look to boost buying of raw materials head of the National Day holiday. That’s despite concerns over steel production cuts and weak steel mill margins weighing on sentiment over the past few weeks. Industry data showed ironmaking activity in China increased in early September, with pig iron output from China Iron & Steel Association members reaching 17.95mt during 1-10 September. That was up 1.7% on the previous ten-day period. Chart of the Day Investors continue to pile into gold-backed EFTs despite the prospect of higher interest rates. August recorded the first monthly gain in gold held in ETFs since April. September is on course to increase the most since this time last year. Much of this buying is coming from Asia. Institutional investment demand in China is growing strongly, as insurance companies are taking exposure to gold for 1% of their portfolio. India’s ETF flows were positive in June–August, supported by growing investor participation, with the number of active accounts rising sharply in recent months. Data source: Commodities Wrap
normal output levels after outages at oil fields earlier this week. The selling was briefly interrupted following the release of US inventory data that showed further drawdowns. Crude oil inventories fell 640kbbl last week, compared with a large build forecast by the American Petroleum Institute. This was likely due to a sharp rise in US exports. Nearly 5mb/d was exported last week, which was its biggest weekly increase since late May. There was relief in the diesel sector, with distillate fuel stockpiles rising by 1.6mbbl. Exports also ticked up last week by 1.6mb/d. Nevertheless, stockpiles remain at their lowest seasonal level in history heading into peak demand season which starts in October. Issue 110 2026 | The Ship Supplier | 45
Containers
Overcapacity Looms Over Container Shipping as Supply Pressure Mounts
T
he return of container vessels to the Suez Canal Red Sea route is likely to have a profound impact on the sector, especially as it continues to roll out new vessels and other issues begin to subside. In a new analysis of the container market, trade group BIMCO highlights that even with the Strait of Hormuz closed and disruptions persisting, supply pressure is mounting for the container shipping market. Global container volumes grew 5.1 percent year-onyear during the first seven months of 2026, according to BIMCO’s calculations. It reports that strong growth in non-Persian Gulf trades more than offset falling volumes to and from South and West Asia, while exports from East and Southeast Asia accounted for more than half of year-todate growth. Strong growth in trades not involving the Persian Gulf has helped to keep the supply versus demand curve in balance so far in 2026, writes BIMCO. It also points to the continued unavailability of some vessels helping to reduce capacity, along with the ongoing rerouting of vessels via the Cape of Good Hope to avoid perceived dangers in the Red Sea. Other factors have also been at play of late in the sector. Xeneta highlights that schedule reliability among container carriers dropped dramatically in August to 29 percent overall, down by approximately four percentage points from July. Xeneta notes that the Far East – Europe corridor suffered the most from delays. It says tardy vessels and extended waits have been complicating the trade and the upcoming contract negotiations. Some of the issues are likely to resolve themselves, such as the congestion and backlog in the Far East. Xeneta points to the lingering effects of back-to-back typhoons, which it
46 | The Ship Supplier | Issue 110 2026
says contributed to 1.1 million TEU of freight stuck at anchorage in Ningo, Shanghai, and Yantian. Container vessels are also averaging slower speeds, notes BIMCO, possibly to save fuel. It is forecasting that carriers will continue to reduce speeds during 2027. As some of the issues work out and as more carriers ranging from CMA CGM to Maersk, Hapag-Lloyd, MSC Mediterranean Shipping, COSCO and OOCL return to the Suez Red Sea routing, capacity is likely to be freed up. BIMCO estimates that if the gradual normalization continues during 2027, ship demand growth could end five percentage points lower than forecast. It says once routings fully normalize, ship demand could be 10 percent lower than if Cape of Good Hope remained the preferred routing. Also contributing to the weakening outlook is container vessel capacity, which BIMCO forecasts will grow 4.6 percent in 2026 and 9 percent in 2027. It notes that the sector has already reached a capacity of 34 million TEU while the orderbook now exceeds 14 million TEU, equal to 42 percent of the existing fleet. It forecasts a modest level of vessel recycling, 140,000 TEU, but notes 1.6 million TEU of capacity is on vessels older than 25 years. Accelerated fleet growth, warns BIMCO Chief Shipping Analyst Niels Rasmussen, could weaken the supply/demand balance in 2027. The wild card remains the Strait of Hormuz, with BIMCO noting that it has scenarios for the strait being open or closed. Continued energy market disruptions, it warns, could reduce container demand growth significantly. In both an open or closed scenario, however, BIMCO warns that ship supply is forecast to grow faster than demand in 2027.
Procurement
Procurement
What Is E-Procurement, and Is the Term Still Relevant Today?
E
-procurement is the use of software to run procurement activities electronically. In the modern procurement software market, the term usually means a digitalized portal where suppliers and buyers can engage through automated workflows. The term dates back to around 2000, when IBM first used it. Worldwide search interest for “eprocurement” peaked in January 2022 and has fallen by about 40 percent since then, according to Google Trends. While the term looks to be less popular today, the core capabilities haven’t gone anywhere. Among software providers, e-procurement has mostly been absorbed into procure-to-pay (P2P), source-to-pay (S2P), and orchestration. You can get a summary of over 200 different solution providers and 19 categories in our procurement software providers list. HOW E-PROCUREMENT IS DEFINED E-procurement (electronic procurement) is the use of software to carry out procurement activities, from publishing requests for proposal (RFPs) to approving purchases through invoicing and contract management. In the commercial software market, the term usually refers to a narrower set of capabilities: requisitioning, approval workflow, purchase order creation, and catalog buying. The broad meaning is the one CIPS uses, describing
E-procurement type (CIPS)
e-procurement as “the use of software systems that help you with procurement activities, where the ‘e’ stands for electronic.” CIPS lists seven types of e-procurement, and each of them now has a home in a more specific technology category. The narrow meaning comes from the public sector procurement software market. In my quick take on sourceto-pay software, I used the way Magnus Bergfors, former Global Business Director at Basware and a former Gartner analyst, separates the terms. “E-procurement is the smallest component: the workflow, requisitioning, and PO creation side, combined with catalog management. Procure-to-pay adds invoicing and AP automation to that.” Magnus Bergfors, former Global Business Director, Basware (Art of Procurement episode 399, Reimagining the P2P Experience for Procurement, the Business, and Suppliers) Both definitions are useful. The CIPS version describes everything procurement can do electronically, while Magnus’s version describes what a buyer would actually get if they asked a provider for an e-procurement tool. E-PROCUREMENT VS. PROCURE-TO-PAY VS. SOURCE-TO-PAY The three terms describe nested scopes. Following
What it covers
Where it sits today
E-informing
Researching and sharing procurement information online
Supply market intelligence
E-tendering
Running tenders for specialized goods or services through software
Sourcing and negotiation
E-auctioning
Online competitive bidding with wider supplier participation
Sourcing and negotiation
E-purchasing
Buying low-value, high-volume goods and services
Procure-to-pay and spend management suites
E-ordering
Creating and approving requisitions in software
Intake management and procureto-pay
E-invoicing
Sending and receiving invoices electronically
Procure-to-pay (AP automation)
E-contract management
Managing contract payments, variations, performance, and audits
Contract lifecycle management
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Magnus’s hierarchy, e-procurement sits inside procure-topay, which in turn sits inside source-to-pay. If your organization already runs a P2P suite, it already has e-procurement, whatever the system is called internally. Our procure-to-pay article walks through that process from purchase to payment and explains where it tends to stall. IS THE TERM E-PROCUREMENT STILL RELEVANT TODAY? The capabilities behind e-procurement are still in daily use, but the label has largely dropped out of the commercial software market. Providers have folded the purchasing workflow into larger P2P and S2P suites and the orchestration tools around them. The term remains relevant in the public sector, where e-procurement is still defined within the name of the portals suppliers use. Worldwide Google Trends interest in “eprocurement” climbed from 18 in May 2016 to its peak of 100 in January 2022. By August 2026, it stood at 59. Google Trends measures interest relative to a term’s own peak, not search volume. Suites turned the purchasing workflow into one module among many
The original e-procurement tools were designed around procurement’s own process, and the people making requests had to learn how that process worked. “Historically, procurement technology was built for procurement. It was built for us to manage the procurement process... [Now it’s about] how do the stakeholders work, so it’s invisible to the stakeholders what the procurement process might look like.” Philip Ideson, Founder, Art of Procurement (Art of Procurement episode 859, The Real State of Procurement Orchestration: Trends and Trade-Offs) That shift is what intake and orchestration tools deliver. Intake management captures and prioritizes purchase requests from across the business, and procurement orchestration coordinates work across systems and stakeholders throughout the source-to-pay lifecycle. In the same episode, Kelly Barner made the point that if stakeholders need training to use a tool, they probably won’t use it. With orchestration, the requisition still happens, and the employee no longer needs to know which system it lands in. AI is converging with both
P2P and S2P suites bundled the purchasing workflow with everything from sourcing to invoicing. The case for the suite, as the source-to-pay article puts it, is coherence: “one data model, one supplier record, one workflow from sourcing through payment.” Our procurement technology explainer article covers the full suite versus best-of-breed decision in more detail. Coherence has to be tested, though. “There’s a false premise that when you do an end-toend suite, all of those modules within that suite are also fully connected... Agility and the freedom to make changes when your process needs them have to be a priority.” Toby Laforest, Senior Director of Market Insights and Solutions, Ironclad (Art of Procurement episode 844, Contracting for Speed: How Orchestration Empowers Procurement) Toby’s point is worth keeping in mind during any suite evaluation. Buying the modules together is no guarantee that data and workflow will move between them the way the business needs. Orchestration moved
the front door to the business
In episode 772, Nick Heinzmann, Head of Research at Zip, described AI, orchestration, and procurement itself as three forces converging on the same problems. For e-procurement, that convergence can mean routine purchasing steps are increasingly handled inside larger platforms, with AI and orchestration doing work that used to require a dedicated tool and a trained user. The public sector still says e-procurement One sector where we still see the term e-procurement used broadly is public procurement. Government buyers kept the term, largely because e-procurement is the name of the portals their suppliers use. In the European Union, Directive 2004/18/EC of March 31, 2004, brought electronic auctions and dynamic purchasing systems into the rules for public procurement. Today, NC eProcurement provides a method of purchasing to “state agencies, community colleges, school systems, and local governments” in North Carolina, and India’s eProcurement System lets suppliers download tender schedules and submit bids online. Portals like these keep the word in everyday use worldwide. It’s likely the use
Scope
What it adds
What it includes
E-procurement
The purchasing workflow
Requisitions, approvals, purchase orders, and catalog buying
Procure-to-pay
Invoicing and payment
The e-procurement workflow plus receiving, invoice matching, AP automation, and supplier payment
Source-to-pay
The strategic front end
The P2P cycle plus spend analysis, sourcing, negotiation, and contract management
Issue 110 2026 | The Ship Supplier | 49
Procurement
of e-procurement will endure longer in public sector procurement than in other areas of procurement software. HOW TO EVALUATE E-PROCUREMENT SOFTWARE TODAY If you’re shopping for e-procurement capabilities, you’ll most likely be comparing P2P and S2P suites, or the intake and orchestration tools that sit in front of them. In episode 859, Kelly and I walked through five areas to assess: AI depth. Check whether AI sits at the heart of the product and does real work, or is layered on top as a copilot or chatbot. Kelly added a caveat: the right depth depends on how ready your own team is to use it. S2P breadth. Find out which capabilities, such as P2P, are native to the platform and which rely on integrations. Native functionality can simplify data collection. Orchestration depth. How far can the platform coordinate work across other systems and stakeholders? Operational maturity. This area shifts the focus from the product to the provider’s track record and stability as a company. Ability to execute. Ask for evidence that the provider can deliver on their roadmap and support your rollout. Put the shortlisted tools in front of the people who will submit requests before you sign. When you’re ready to build that shortlist, the providers list groups providers by category, from intake management to spend management suites.
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DON’T LET THE SOFTWARE DEFINE THE JOB There’s one more trap to avoid, and it concerns how procurement organizes their team around the tools they buy. “I think we have, in many, many cases, been unimaginative in procurement and defined roles... by the tech people want to sell us.” Jason Busch, Co-Founder, Gain, and founder of Spend Matters (Buy: The Way…To Purposeful Procurement, It’s Getting Real: AI, Procurement, and the End of Savings Theater) Jason’s warning applies to e-procurement as much as to AI. When a team’s roles map neatly onto the modules they bought, the software has quietly become the operating model. A better starting point is the outcome the business needs, with the technology chosen to support it. THE BOTTOM LINE ON E-PROCUREMENT SOLUTIONS TODAY E-procurement is still a useful term for public sector buyers and for anyone searching for a starting point, and its capabilities remain part of how organizations buy under newer names. In the modern-day software market, the purchasing workflow that once defined the category now sits inside P2P and S2P platforms and the orchestration layers that connect them. For procurement leaders, what counts is what a product does for the business, not the category term used. Look for tools that make buying easy for stakeholders and give procurement the data they need to act as a business partner.
Out & About
Out & About
Out & About We bring you the dates of significant maritime events...
Key 2027 Maritime Exhibitions & Conferences
October 2026 •
Oct 26 International Conference on Maritime Freight Transport (ICMFT) - Osaka, Japan
•
Exposhipping Istanbul 2027: February 23–26, 2027 (Istanbul Expo Center, Turkey) – Turkey’s largest shipbuilding and maritime trade gathering.
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Green Marine Transport 2027: March 17–18, 2027 (Rotterdam, Netherlands) – Focuses on compliance, alternative fuels, and maritime decarbonization.
•
November 2026
Nor-Shipping 2027: June 7–11, 2027 (Nova Spektrum, Lillestrøm, Norway) – One of the world’s most influential commercial shipping and ocean industry exhibitions.
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Advanced Maritime Technology Expo: June 16–17, 2027 (Fira de Barcelona, Spain) – A progressive forum for sustainable maritime technologies and the blue economy.
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Nov 02 International Conference on Ocean, Offshore and Arctic Engineering (ICOOAE) - Amsterdam, Netherlands
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Nov 02 International Conference on Heat Transfer and Fluid Flow (ICHTFF) - Cape Town, South Africa
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Nov 09 International Conference on Maritime Transport (ICMT) - Venice, Italy
– Connects regional and global leaders across the Mediterranean to talk smart
•
Nov 23 International Conference on Marine and Naval Engineering (ICMNE) - Paris, France
shipping and port evolution.
•
•
East Med Maritime Conference (EMMC 2027): June 3–4, 2027 (Athens, Greece)
London International Shipping Week 2027 (LISW27) will take place from September 13 to 17, 2027, across London. The flagship event brings together global maritime leaders, regulators, and innovators for high-level debates and networking,
December 2026 •
Dec 17 International Conference on Maritime Science (ICMS) - Vientiane, Laos
•
Dec 17 International Conference on Maritime Safety and Security (ICMSS) - Vientiane, Laos
with the Headline Conference scheduled at the International Maritime Organization (IMO) on Wednesday, September 15, 2027. •
Maritime Cyprus Conference is scheduled to hold its next major gathering in 2027, October 4-6, 2027 at Parklane Limassol. continuing a long-standing tradition organized by the Shipping Deputy Ministry of the Republic of Cyprus, the Cyprus Shipping Chamber, and the Cyprus Union of Shipowners.
•
Europort 2027: November 2027 (Rotterdam, Netherlands) – Highlighting special-purpose vessels and smart maritime engineering solutions.
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Market News · Market News · Market News AVS GLOBAL SHIP SUPPLY CALLS FOR GREATER RECOGNITION OF SHIP SUPPLY’S ROLE IN MARITIME SUSTAINABILITY AVS Global Ship Supply is calling for greater recognition of the role ship supply companies play in advancing sustainability across the maritime sector, as the company highlights the growing importance of environmental responsibility, transparency and ethical business practices throughout global supply chains. The global leader in ship supply and maritime services, which joined the United Nations Global Compact (UNGC) two years ago, believes the industry’s approach to ship supply is evolving beyond its traditional role as a logistics function and is increasingly becoming a contributor to wider sustainability objectives. According to Dogukan Simsek, General Manager at AVS Global Ship Supply, the sector must recognise the impact that responsible procurement, operational efficiency and sustainable service delivery can have on the industry’s environmental and social performance. “The fundamental message we want AVS Global Ship Supply’s UN Global Compact membership to convey to the maritime industry as a whole is that ship supply is no longer just a traditional logistical operation meeting instantaneous orders. On the contrary, it has become one of the most critical links in global sustainability targets and business ethics,” said Mr Simsek. As sustainability expectations continue to increase across shipping, AVS Global Ship Supply believes suppliers have a key role to play in supporting shipowners’ environmental and corporate responsibility objectives through innovative services, operational transparency and long-term strategic partnerships. The company has incorporated sustainability initiatives across its operations, including its Seafarers’ Wellbeing programme, which supports the quality of life and rights of seafarers, and its partnership with Aquarex, which provides onboard sustainable water filtration solutions designed to help vessels reduce plastic waste. AVS Global Ship Supply is also investing in digitalisation through the development of an AI-powered customer portal, AVS+,
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aimed at improving transparency, forecasting vessel requirements and reducing unnecessary supplies and food waste. Alongside its environmental initiatives, the company is prioritising training and workforce development through Ekol Maritime Training Center. Drawing on 40 plus years of sector experience, AVS Global Ship Supply uses the centre and its digital Learning Management System (LMS) platform to provide continuous training opportunities for maritime professionals, including ship cooks, with a focus on operational efficiency, menu planning and portion control to help reduce food waste onboard vessels. According to Mr Simsek, sustainable business practices and commercial growth should not be viewed as competing priorities. “We want to demonstrate to the sector that commercial growth and acting responsibly toward the planet and people do not contradict each other; instead, it is a prerequisite for becoming a permanent and reputable actor in the global market,” he said. AVS Global Ship Supply joined the United Nations Global Compact as part of its commitment to sustainability, human rights, labour standards and ethical business practices. The company says the framework continues to guide its decisionmaking and supports its ambition to deliver services that align with the future needs of the global maritime industry. Looking ahead, AVS Global Ship Supply believes sustainability will continue to shape the future of ship supply, with increasing emphasis on transparency, measurable environmental performance and responsible business conduct across the maritime supply chain.
Market News
STEALTH MARITIME EXPANDS SHIPIN’S FLEETVISION FLEETWIDE, STRENGTHENING TMSA SAFETY EVIDENCE
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hipIn Systems today announced that Stealth Maritime has expanded FleetVision™ from a 12-vessel pilot to nearly its entire fleet of over 50 tankers and gas carriers. The expansion strengthens Stealth’s ability to support proactive safety management and provide clearer operational evidence during oil-major vetting and TMSArelated reviews. FleetVision delivers continuous, AIpowered visual analytics that help crews and shore teams identify and address risks early, before they can become incidents. Alongside periodic inspections and superintendent visits, the platform gives managers a representative, around-the-clock picture of what actually happens on board, while keeping the focus on prevention and supporting the crew. Stealth approached the technology as a decision to make with its seafarers. Stealth brought crews into the decision early, introducing FleetVision at an officers’ conference where more than 85% said they would welcome the system and use it to improve. As the pilot progressed, crews began using FleetVision as part of daily safety awareness, reviewing flagged events, validating detections, and using the insights to reinforce onboard standards. Safety benchmarks improved across the vessels, with PPE compliance among the first and fastest areas to advance. The results also reshaped how Stealth demonstrates its safety performance to external stakeholders. During TMSA audits, the company can present a transparent, continuous stream of operational evidence rather than relying solely on procedures and reports. This gives oil majors a more representative view of onboard operations. Over the past year, Stealth’s use of FleetVision has been noted positively in oil-major
vetting and TMSA-related reviews, helping to demonstrate a proactive, evidence-based approach to safety and operational oversight. “Our goal is to keep improving the safety culture on board, to keep a near miss from becoming an incident, an accident, or a fatality,” said Diamantis Andriotis, Chief Executive Officer of Stealth Maritime. “What we value most is that the first to be informed is the ship, and then the office. FleetVision moves the focus of safety to where it belongs, on board, so the crew go home safe.” “Stealth’s leadership understood from the start that prevention is built with the crew, not imposed on them,” said Osher Perry, Chief Executive Officer of ShipIn Systems. “That is exactly what FleetVision is designed for. When seafarers see the system as their own, risk is addressed earlier, performance improves, and the whole organization can demonstrate its safety with evidence. We are proud to support Stealth across its fleet.” Stealth has also worked with ShipIn to tailor the platform to its own safety management system, adding new detection capabilities across the fleet within weeks of requesting them. The company expanded FleetVision in two stages, citing crew response, stakeholder reactions, and the level of support provided by ShipIn’s team during installation, commissioning, onboarding, and daily operations. “Expanding FleetVision across our fleet supports how we manage safety and performance on a day-to-day basis,” said Antonis Despotakis, Sustainability & Special Projects Manager, Stealth Maritime Corporation S.A. “Objective operational data from onboard activities helps our ship and shore teams identify trends, refine procedures, and reinforce safe practices across all vessels under our management.”
“Our capability to integrate technology into our processes and our strength in forecasting needs before they even arise on the field, combined with the global legitimacy brought by UNGC principles, will allow us to position ourselves in the international arena not just as a supplier, but as a visionary solution partner,” concluded Mr Simsek.
Issue 110 2026 | The Ship Supplier | 55
Insurance
Marine insurance supply remains stable as geopolitical and technical changes reshape the market, says IUMI President
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he global marine insurance market remains in a stable position, with premium growth strongly supported by a weak USD in hull and cargo. Meanwhile the sector is entering a period of significant change driven by geopolitics, new trade routes, digitalisation and the transition to a lowercarbon shipping industry. Opening the International Union of Marine Insurance (IUMI) annual conference in Rotterdam, IUMI President Frédéric Denèfle said that while the overall market was performing well, insurers needed to remain alert to the forces reshaping global trade and the risks they bring. “The hull and cargo markets have shown growth in terms of premium income, although the offshore energy sector remains relatively subdued,” said Denèfle. “US trade tariffs haven’t caused the disruptions we feared, and the world economy was more resilient than anticipated. But there is considerable uncertainty from increasing war risks, additional capacity bringing greater competition and continued inflationary pressure. This is coupled with ongoing uncertainty around free trade and global commerce.” Despite these challenges, Denèfle highlighted the ability of marine insurers to continue providing cover in all of the world’s higher-risk regions. He said the changing geopolitical landscape was also likely to influence the future shape of global trade and, consequently, the risks that marine insurers will be asked to cover. “As insurers, we must be prepared to insure tomorrow’s trades and trade routes, including those being introduced to avoid areas of tension and conflict,” he said. “We also need to understand the new markets that will inevitably emerge as a result of geopolitical developments.” Denèfle also stressed that marine insurers had an important role to play in supporting the decarbonisation of shipping.
“Insurers must take a leading position on the decarbonisation of shipping, despite the hiccups we have experienced so far on this journey,” he said. Technology is another area where Denèfle expects significant change. The rapid development of data standards, digitalisation and artificial intelligence is already beginning to influence how marine insurance operates. “I see a day, not too far in the future, when our sector will be able to offer fully digitised and standardised global cargo insurance certificates that meet the requirements of financial institutions and our customers,” he said. Artificial intelligence will also have a growing impact on the sector, he added. “AI is going to change how we operate. It will make us smarter and more efficient, and we will need to embrace and adopt this new technology wholeheartedly.” While the pace of change is considerable, Denèfle said the marine insurance sector was well placed to respond. “Despite all this change, our sector remains strong, agile and ready to adapt.” Denèfle also used his opening address to recognise the longstanding relationship between IUMI and the Netherlands, which is hosting the conference in Rotterdam this year. “The Netherlands has hosted our conference no less than five times in recent history and has supplied two IUMI Presidents – Mr Rogaar in 1962 and Mr Kamp in 1985,” he said. “Throughout their membership, insurance specialists from the Netherlands have contributed hugely to our association through their participation in our technical committees and forums.” He also highlighted IUMI’s continued development over the past year, including an expansion of the Secretariat and further growth in its advocacy, policy, learning and market analysis activities.
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Events
LISW
IMPA Events Creates New Partnership with Marketing in Maritime to Deliver Enhanced Experience for Delegates
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MPA Events and Marketing in Maritime (MiM) have joined forces to deliver an enhanced delegate experience across the IMPA Events series, combining their communities to strengthen commercial impact and engagement. Launching at IMPA London 2026 this week, the Marketing in Maritime team is greeting exhibitors and visitors alike to begin shaping the partnership programme offering. With 2030% of B2B marketing budgets dedicated to events, this is a crucial partnership to ensure organisations participating at IMPA fully benefit from their on-site presence and secure a strong return on investment. IMPA London 2026 is marking the formal launch of the partnership, providing an opportunity for members of both organisations to share their ambitions, challenges and ideas as the programme takes shape. As part of the launch, Marketing in Maritime has invited its MiMbers to attend the two-day exhibition and networking cocktail reception as guests of IMPA London, free of charge. Celebrating over 45 years of events, IMPA has grown to become one of the leading global associations for maritime supply chain development and innovation. Marketing in Maritime is a specialist learning and networking community aiming to elevate marketing to a strategic and commercially influential force in maritime, so the both organisations exist to foster collaboration in maritime and to be an industry voice for their members. Beyond the commercial strengths that Marketing in Maritime will bring to the partnership - the introduction of dedicated training and resources for IMPA delegates - the team will also introduce its ever-growing #MiMCrowd to new networking opportunities. Paul Skinner, Commercial and Content Manager, International Marine Purchasing Association, explains, “We are very excited to form this partnership with MiM, and we look forward to working together to help their members understand how collaborating with one of the industry’s leading associations can extend their reach across the maritime sector both via our events and publications. “IMPA members will benefit greatly from being part of the vibrant MIM community, giving them the opportunity to network, share knowledge, and draw on the experience and expertise of other like minded maritime marketers. This partnership brings two influential communities together, creating new pathways for learning, collaboration, and industry advancement.”
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IMPA Events and Marketing in Maritime share a common goal: helping maritime professionals and businesses achieve better outcomes through collaboration, knowledge-sharing and industry engagement. Procurement and marketing teams often face similar challenges, with both playing critical roles in driving business performance while not always receiving the visibility associated with customer-facing functions. By combining their expertise and communities, the partnership will deliver greater value for exhibitors, delegates and members, while helping organisations turn stronger industry connections into commercial results. Kae-Ley Brann, MiM Business Manager says, “IMPA has built one of the maritime industry’s most respected event portfolios and community networks. By combining that reach with Marketing in Maritime’s expertise and growing community of maritime marketers, we have an opportunity to help businesses generate greater value from their event participation, strengthen industry connections and raise the profile of marketing as a driver of commercial growth. We’re excited to hear directly from delegates and exhibitors as we shape the next phase of the partnership together.”
Full details of the IMPA Events and Marketing in Maritime programme will be announced in the coming months. If you would like to get involved or have some ideas to share, contact info@mimcrowd.com. To find out more about IMPA Events visit https://www.impaevents.com/ For information about the Marketing in Maritime community or to register for MiM updates, go to www. mimcrowd.com.
LISW27 Officially Launched
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ollowing the official one-yearout launch of London International Shipping Week 2027 (LISW27) last week at the spectacular offices of Norton Rose Fulbright, the hard work has begun in earnest to guarantee that next September’s edition will be an even greater success than all seven previous editions. A year from now, from 13-17 September 2027, we will be enjoying the regular features of London International Shipping Week, including the opening of the London Stock Exchange, the Bunker Party, Charterer Reception, the Government Reception at Mansion House, the Headline Conference at the International Maritime Organization, the 2,000 guest Gala Dinner at Evolution London, and hundreds of other official conferences, forums, seminars, breakfasts, lunches, afternoon teas, dinners, receptions, parties, boat trips and all manner of other exciting activities. LISW27 will also see the first formal Grand Opening of the event, on the first morning of the two-day Global Hub at County Hall, as well as three charity fund-raising sporting events: the OSCAR Dragon Boat Race on the Thames; the Golf Day at Woburn Golf Course; and for the first time, the LISW27 Padel Tournament, at Canary Wharf. For more information on all the activities already scheduled – and to keep tabs on the events that will continue to be added to the Event Calendar over the next twelve months – please visit LISW.com.
Maritime is fundamental to UK growth mission Maritime is intrinsically linked to the Government’s growth mission and will play a crucial role in creating jobs, attracting investment, and developing the technologies of tomorrow, the UK Maritime Minister told maritime leaders at the official launch of LISW27. Speaking to a packed room of senior guests representing all sectors of shipping, government and the wider maritime community, the UK Minister for Aviation, Maritime and Logistics, Keir Mather MP, said the importance of the sector to the UK economy extended far beyond its role. “Maritime is intrinsically linked to this Government’s growth mission. Nothing can happen without our
maritime sector,” he said. “It does not just connect this island nation to a global marketplace. It creates high-quality jobs in our coastal communities. It supports our booming tourism industry, especially through the cruise sector, but it is also crucial in pioneering the industries and technologies of tomorrow and championing the rollout of clean energy.” Reflecting on the challenges facing shipping over the past year, particularly continuing disruption in the Middle East, the Minister praised the industry’s resilience and said the Government would continue to support the sector while maintaining focus on longer-term priorities at home. However significant questions remained over how the UK maritime sector can maintain its competitive position, he said. “We know that there is a lot more to do, and there are plenty of big questions left to answer,” he said. “We need to know from you how maritime can stay ahead of the innovation curve in this country, how we can build a workforce that is truly fit for the future and how we can strengthen our resilience, both in our shipping sector and at our ports. “London International Shipping Week 2027 is going to help us explore these issues and so many more.” Nick Shaw, Chair of the LISW27 Board of Advisors and CEO of the International Group of P&I Clubs, said the scale of the challenges facing international shipping made bringing government and industry together increasingly important. “Geopolitical instability, decarbonisation, digital transformation, regulatory change and the continuing need to protect our seafarers are creating challenges of enormous complexity,” he said. Shaw added: “None of these issues will be resolved by one company, one organisation or one country acting alone. They will require expertise, imagination and, most importantly, collaboration.” LISW27 would seek to go beyond discussion and create an environment in which international maritime leaders could make decisions, establish partnerships, and find practical solutions. “There will, of course, be plenty of discussion. But our ambition is that LISW27 should also be a week of decisions, new partnerships, and meaningful action,” he said. Issue 110 2026 | The Ship Supplier | 59
AVS Global Ship Supply
AVS Global Ship Supply launches Home at Sea campaign to support better life onboard NEW INITIATIVE BRINGS TOGETHER CATERING, PROVISIONING, CREW WELLBEING AND DIGITAL SERVICES TO IMPROVE THE EVERYDAY EXPERIENCE OF SEAFARERS AVS Global Ship Supply has launched Home at Sea, a new campaign designed to improve everyday life onboard by bringing greater focus to the role that food, familiar routines, reliable provisioning and crew wellbeing play in the seafarer experience. The campaign reflects AVS Global Ship Supply’s belief that creating better living conditions at sea requires more than meeting the basic operational requirements of a vessel. For seafarers spending weeks or months away from family and familiar surroundings, relatively simple aspects of daily life, including meals, cultural preferences and reliable access to essential supplies, can have a significant impact on morale and wellbeing. Home at Sea will bring together a range of AVS Global initiatives and services under a common focus on the people living and working onboard vessels. Dogukan Simsek, General Manager at AVS Global Ship Supply, said: “A vessel is not only a workplace for a seafarer. For long periods of time, it is also where they eat, rest, socialise and live. Home at Sea is about recognising that reality and looking more closely at the everyday experiences that can make life onboard more comfortable and supportive.” Food will be a central part of the campaign. Meals onboard provide nutrition and energy for demanding work, but they can also create routine, encourage social interaction and offer an important connection to home. This can be particularly significant on vessels with multinational crews, where catering teams must balance different cultural, religious and dietary preferences. Through its Catering Management services, AVS Global works with vessel operators and onboard catering personnel on areas including menu planning, provisioning, stock management, portion control and food waste reduction. Home at Sea will also explore the journey behind the food served onboard through AVS Global’s From Tree to Ship concept, highlighting the network of growers, local suppliers, procurement teams and logistics specialists involved in moving ingredients from their point of origin to a vessel. The initiative is intended to demonstrate that effective ship catering begins long before food reaches the galley. Changing voyage schedules, port restrictions, product availability and limited delivery windows can all affect provisioning. Careful forecasting and coordination are therefore required to 60 | The Ship Supplier | Issue 110 2026
ensure vessels receive the right products in appropriate quantities while helping to minimise unnecessary expenditure and waste. Mr Simsek added: “Something as familiar as a favourite meal can mean a great deal when someone has been away from home for several months. But delivering that meal consistently requires a complex chain of planning, sourcing and logistics. Home at Sea allows us to tell both sides of that story: the human impact onboard and the work behind the scenes that makes it possible.” The campaign will place particular emphasis on multicultural crews. Modern vessels frequently bring together seafarers from several countries and backgrounds. AVS Global believes catering strategies should recognise this diversity by considering crew composition, dietary requirements and cultural preferences when planning menus and provisioning. Training will also form part of the wider approach. Through Ekol Maritime Training Center and digital learning resources, AVS Global supports the development of maritime catering personnel in practical areas such as food preparation, menu planning, food safety, stock management and waste reduction. Alongside the human element, AVS Global is continuing to develop digital tools intended to give customers greater visibility over procurement and vessel requirements. Better forecasting and access to information can help operators make more informed purchasing decisions, improve budget control and reduce unnecessary supplies. Home at Sea will be supported by a programme of articles, digital content and industry engagement exploring subjects including crew wellbeing, multicultural catering, sustainable provisioning, food waste and the changing role of catering management. The campaign forms part of AVS Global Ship Supply’s wider approach to ship supply, which has developed over more than 40 years from the provision of vessel requirements into a broader network of supply, catering and maritime support services. Mr Simsek concluded: “Crew welfare is often discussed through major policies and initiatives, but the everyday experience matters too. A good meal, familiar food, reliable supplies and the feeling that somebody has considered the needs of the people onboard can all make a difference. That is what Home at Sea is intended to put at the centre of the conversation.”
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Suppliers
Suppliers
Navigating the High Seas: How to Choose the Right Supplier for Your Ship’s Equipment
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he maritime industry runs on reliability. Every vessel, whether it is a cargo ship, tanker, offshore vessel, or passenger ship, depends on hundreds of mechanical and electronic components working together smoothly. From the engine room to the bridge, every system plays a role in keeping a ship safe, efficient, and operational. However, even the most advanced vessel can face serious problems if a single critical component fails. A damaged pump, a faulty turbocharger, or a malfunctioning purifier can quickly disrupt operations. In shipping, downtime is extremely expensive. A vessel delayed in port or forced to stop operations can cost thousands of dollars per day. Because of this, choosing the right supplier for marine equipment and spare parts is a very important decision. It is not simply about buying products at the lowest price. It is about building a long-term partnership with a supplier who understands the challenges of maritime operations and can deliver reliable equipment when it matters most. Procurement managers, ship owners, and technical managers must evaluate suppliers carefully. A dependable supplier ensures that ships receive quality equipment, timely deliveries, and technical support when required. In this article, we will explore the most important factors to consider when selecting the right supplier for ship equipment and marine spare parts. Understanding the Importance of Reliable Marine Equipment Before discussing supplier selection, it is important to understand why marine equipment quality matters so much. Ships operate in one of the most demanding environments in the world. Equipment onboard must withstand constant vibration, heavy mechanical loads, temperature variations, and continuous exposure to saltwater and humidity. 62 | The Ship Supplier | Issue 110 2026
Unlike land-based machinery, ship equipment often operates for long periods without immediate maintenance support. When a vessel is at sea, spare parts or repair technicians may not be available for several days. Because of these conditions, marine equipment must be highly durable and dependable. A reliable supplier plays a crucial role in ensuring that ships receive equipment that meets strict industry standards and performs consistently under demanding conditions. 1. Certifications and Industry Standards One of the first things to evaluate when choosing a marine equipment supplier is certification and compliance with international standards. The maritime industry follows strict regulations designed to ensure safety and reliability. Equipment used on ships must meet standards approved by classification societies such as DNV, ABS, Lloyd’s Register, and RINA. These organizations inspect and certify marine equipment to ensure it meets safety, durability, and operational requirements. Suppliers who provide class-approved equipment demonstrate that their products have been tested and verified for maritime use. Another important certification to look for is ISO quality management certification from the International Organization for Standardization. For example, ISO 9001:2015 certification indicates that a supplier follows structured quality management systems, including standardized inspection procedures, documentation, and quality checks. In addition to certification, reputable suppliers should also provide Material Test Reports (MTRs) for critical components. These reports confirm the grade and quality of materials used in manufacturing parts such as valves, pistons, shafts, and structural components.
2. Experience and Industry Knowledge Suppliers who have been operating for many years develop a deep understanding of ship systems, spare part compatibility, and equipment lifecycles. An experienced supplier does more than simply sell parts. They often act as technical advisors who help ship operators choose the correct components for their vessels. For example, ships may operate with engines or machinery that are several decades old. In such cases, sourcing original spare parts can be challenging. Experienced suppliers often know alternative solutions, compatible components, or reliable refurbished equipment that can extend the life of older systems. Many well-known marine supply hubs around the world have developed strong expertise in sourcing and refurbishing marine machinery. One such example is Alang, which is one of the largest ship recycling locations globally. Nearby maritime cities like Bhavnagar have developed strong marine supply networks that specialize in ship machinery, spare parts, and refurbished equipment. Suppliers in these regions often have decades of experience handling marine engines, compressors, pumps, navigation equipment, and deck machinery. Working with experienced suppliers reduces the risk of incorrect parts, compatibility issues, or unreliable equipment. 3. Product Range and One-Stop Supply Capability Ships require a wide variety of equipment, including mechanical systems, electrical components, navigation instruments, and safety equipment. Managing multiple suppliers for different product categories can complicate procurement and increase logistics costs. A supplier who offers a wide product range simplifies the purchasing process and allows ship operators to source multiple items from a single provider. Typical marine equipment categories include: - Engine Room Equipment The engine room contains the core machinery responsible for propulsion and onboard power generation. Equipment in this area includes: • Main engines • Auxiliary engines • Turbochargers • Air compressors • Fuel injection systems These components must be highly reliable because they directly affect vessel performance and fuel efficiency. - Fluid Treatment Systems Ships rely on several fluid management systems to maintain engine performance and onboard operations. These include:
• • • •
Oil purifiers Freshwater generators Bilge pumps Heat exchangers These systems help maintain engine lubrication, cooling, and water supply. - Bridge and Navigation Equipment Navigation and communication systems are essential for safe vessel operations. Examples include: • Radar systems • Automatic Identification Systems (AIS) • GPS navigation systems • Electronic chart display systems Reliable suppliers often provide both new and refurbished navigation equipment. - Deck Machinery and Safety Equipment Deck equipment supports cargo handling and vessel safety operations. This includes: • Lifeboats and launching systems • Hydraulic winches • Mooring equipment • Fire safety systems Deck machinery undergoes severe weathering and heavy cyclic loading, often revealing hydraulic seal leaks and brake wear only during scheduled haul-outs. Streamline your yard planning and avoid extended off-hire time by following our complete ship dry-dock spare parts checklist. 4. Inventory Availability and Fast Dispatch In maritime operations, time is extremely important. When a vessel requires spare parts, delays can cause significant operational disruptions. Ships often operate on strict schedules, and even small delays can affect cargo delivery timelines. A good marine equipment supplier maintains a large physical inventory of commonly required spare parts. This allows them to dispatch items quickly when urgent orders are placed. Some suppliers operate as intermediaries who simply source parts from other vendors after receiving an order. While this approach can work in certain situations, it may lead to longer delivery times. Suppliers with their own warehouses and stocked inventory are usually better equipped to handle emergency orders. Quick dispatch and reliable packaging ensure that parts reach vessels in time for repairs or scheduled maintenance. 5. Technical Support and After-Sales Service Supplying equipment is only part of the responsibility of a marine supplier. Technical support and after-sales service are equally important. Ships often operate far from technical service centers. When equipment issues occur during a voyage, onboard
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Suppliers
Play
engineers may require assistance to diagnose or resolve problems. Many modern marine suppliers now provide remote technical assistance. Through phone calls, video communication, or digital documentation, experienced engineers can guide ship crew members through troubleshooting procedures. For example, a chief engineer may require assistance with: • Calibrating an oil mist detector • Adjusting purifier settings • Diagnosing abnormal vibration in machinery • Installing replacement spare parts Remote guidance can help resolve problems quickly and avoid unnecessary port visits or costly delays. When evaluating a supplier, it is useful to ask whether they provide ongoing technical support after equipment delivery.
Proper documentation ensures that parts can reach vessels without unnecessary customs delays.
Play
Emergency Shipping In urgent situations, suppliers may need to arrange rapid air freight or specialized courier services to deliver parts to a vessel’s next port of call.
The Best Belgian Food in Brussels
6. Reconditioned Equipment and Sustainable Solutions
8. Reputation and Industry Trust
Sustainability has become a growing priority in the maritime industry. Shipping companies are increasingly looking for ways to reduce waste, lower costs, and improve environmental performance. One effective solution is the use of reconditioned marine equipment. Many ships are dismantled after reaching the end of their operational life. However, a large portion of the machinery on these vessels remains in good working condition. Specialized marine suppliers recover equipment from decommissioned vessels and refurbish it through a detailed process. Typical refurbishment steps include: • Complete dismantling of the machinery • Inspection of internal components • Replacement of worn parts • Cleaning and reassembly • Performance testing Once restored, the equipment can often perform reliably for many additional years. Reconditioned equipment offers several advantages: • Lower cost compared to brand-new machinery • Reduced industrial waste • Availability of parts for discontinued equipment models When sourced from a reputable supplier, refurbished marine machinery can be a reliable and cost-effective solution.
Finally, reputation is a key indicator of supplier reliability. Marine companies often rely on long-term relationships and industry recommendations when selecting suppliers. A supplier with a strong reputation usually demonstrates: • Consistent product quality • Reliable delivery performance • Professional communication • Strong customer support Customer testimonials, industry partnerships, and long-term client relationships are good indicators of trustworthiness. Before selecting a supplier, it can be helpful to review their previous projects, client feedback, and market presence.
- Belgian waffles – Two types: Brussels (rectangular, fluffy, with toppings) and Liège (round, dense, caramelised).
Conclusion
- Mitraillette – Baguette filled with fries, fried meats, and sauce.
7. Logistics and Global Delivery Capabilities Marine logistics can be complex. Ships may require spare parts in ports located anywhere in the world. A reliable supplier must understand the unique logistics requirements involved in delivering ship equipment. Important logistical considerations include: Ship Spares Documentation Marine spare parts are often shipped under special documentation categories known as “Ship Spares in Transit.”
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Protective Packaging Marine equipment must be packaged carefully to prevent damage during transportation. Sensitive electronics require moisture protection, while heavy machinery requires secure crating. Suppliers with strong logistics networks and international shipping experience can handle these challenges efficiently.
Choosing the right supplier for ship equipment is a critical decision that affects vessel performance, safety, and operational efficiency. While price is always a factor, the most reliable suppliers offer far more than competitive pricing. They provide certified equipment, deep industry expertise, strong inventory availability, and dependable technical support. In an industry where equipment failure can lead to significant delays and financial losses, working with the right supplier helps ship operators maintain confidence in their operations. By carefully evaluating certification standards, experience, product range, logistics capability, and industry reputation, shipowners and procurement managers can build strong supplier partnerships that support long-term success. Ultimately, the best marine equipment suppliers do more than deliver parts. They help ensure that vessels continue their journeys safely, efficiently, and without interruption across the world’s oceans.
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loved that I knew very little about Belgian cuisine before my visit. It meant I could really take the time to try out some highly rated spots while sampling traditional local dishes. My understanding of Belgian cuisine is that it’s a cross-section of French, Dutch and German flavours, presented as comfort food that prioritises quality and local ingredients. Food is important here — I got that impression immediately. Even the homestyle, more ‘rustic’ dishes are done properly and with care. Sauces are rich, deep and flavourful, often made with beer, butter or cream. There’s also the undeniable fact that “fries come with everything”, as one server jovially told us. And a good thing too — the fries are always excellent! Some Examples of Belgian Classic Dishes and Flavours
- Frites – Fries served with a variety of sauces. - Moules-frites – Mussels with fries, a national dish. - Stoemp – Mashed potatoes mixed with vegetables and sausage or meat. - Waterzooi – Creamy fish or chicken stew. - Carbonnade Flamande – Beef stew made with beer and spiced with gingerbread. - Boulets Liégeois – Sweet-and-sour meatballs from Liège. - Vol-au-vent – Creamy chicken or veal ragout served in puff pastry. - Tomaat met grijze garnalen – Tomatoes stuffed with tiny grey shrimp.
- Speculoos – Spiced biscuits often served with coffee. - Pistolet – Small round bread roll, often used for sandwiches. - Grilled endive – Popular local vegetable dish. Le Rendez-Vous Brasserie Restaurant For: A hearty traditional meal in cosy surroundings A solid all-round eatery for those wanting cosy vibes, friendly and attentive service, and lots of traditional food options — helpfully marked on the menu with a little Belgian flag. Their beef stew and beef fat double-cooked fries were so delicious! Everything here was perfect — just be sure to book ahead, as it gets busy. Address: Rue Dejoncker 24, 1060 Bruxelles, Belgium Le Bistro – Porte de Hal For: A big serving of moules and castle views Moules-frites is said to be Brussels’ national dish, thanks to its geography and traditions. You can get a really good taste of it here at Le Bistro Porte de Hal. I had the garlic and white wine mussels, which arrived in a glorious big steaming pot with an aromatic broth infused with parsley, celery and other delicious seasonings. And yes — there’s actually a castle just opposite its front door. Obviously.
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After Hours
After Hours PROUD OWNER OF
Museums at Brussels ATOMIUM
H
alfway between sculpture and architecture, the Atomium was designed and built for the Brussels World’s Fair (1958), for which it was the flagship building and emblem. Representing an iron unit cell (9 iron atoms) magnified 165 billion times, the monument with its unique silhouette has, over time, grown to become the symbol of Brussels and Belgium. On the inside the Atomium offers, not just the most beautiful view of Brussels, but also an entirely astounding and surreal ride through its interior spaces and volumes which alone makes a visit worth it. The Atomium ticket automatically includes the entrance to the Design Museum Brussels (150m away).
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he Institute of Natural Sciences: a great day out, naturally! In the largest Dinosaur Gallery in Europe, you can meet the famous Bernissart Iguanodons, T.rex, Triceratops, Diplodocus, and 34 other species. But that’s not all! The Earth is swarming with life - rediscover it in the Gallery Living Planet, through an aesthetic, family-friendly and scientific approach to biodiversity. Learn about the human body and how we evolved in the Gallery of Humankind and go back in time in the Gallery of Evolution. You can also find out about urban species in BiodiverCITY, discover 250 years of the history of Natural Sciences through 14 iconic specimens, beware of the kings of the Cretaceous seas in the Mosasaur Hall or admire the magnificent crystals in the Mineral Hall. And last but not least, don’t miss the temporary exhibitions and all the activities of the Educational Service: more information at www.naturalsciences.be.
66 | The Ship Supplier | Issue 110 2026
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