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The aim of this study is to empirically identify crucial dimensions of security management in the container shipping sector in Taiwan and assess their impacts on security performance.

Data for this study were collected by questionnaire survey. An exploratory factor analysis was performed to identify crucial security management dimensions in the container shipping sector. Multiple regression analysis was then performed to examine the effect of security management on the security performance.

Four crucial security management dimensions were identified: facility and cargo management; accident prevention and processing; information management; and partner relationship management. Multiple regression analysis revealed that information management and partner relationship management had significant positive effects on safety performance, whereas partner relationship management had a significant positive effect on customs clearance performance.

This study primarily focuses on the effect of security management on security performance. Future research could identify the drivers and barriers to comply with supply chain security initiatives.

Container shipping firms can improve safety and customs clearance performance by focusing security management efforts on facility and cargo management, accident prevention and processing, information management, and partner relationship management.

Government administrators or other authorities may want to consider using crucial container shipping security management dimensions as criteria for assessing security performance in container shipping firms.

This study presented is the first to assess the effect of security management on security performance in the container shipping sector. Particularly, partner relationship management is found to be the key dimension for supply chain security success.

In a previous paper the authors reported the results of a small scale survey of British managers responsible for international physical distribution (the conventionally titled shipping manager). Their paper concentrated on examining the organisational relationships used by the respondents' companies and demonstrated that the shipping manager frequently has a wide span of control and that his function appears to have no dominant association with any one traditional line management function.

Proposes the establishment of a management information system (MIS) for the promotion of safety in shipping. Considers the information technology in shipping to be the combination of satellite systems and computers onboard and ashore. In this combination, which enables the provision of an optimum selection and management of data for automatic or human decision making, the role of satcoms is information transfer and that of computers is information processing. Acknowledges the importance of the human factor in shipping safety. Human decisions affecting shipping safety often depend on the quantity and quality of the available information. In the proposed MIS the need to improve the limited ability of humans to receive, store, process and interpret information, which is usually vast and complex, is acknowledged and fulfilled. Among the available maritime satcom systems and computer services, the proposal reveals those services which satisfy the criteria of useful, interactive, flexible, fast, reliable and low‐cost transfer and management of information in support of safety‐oriented decision making in shipping operations. The proposed MIS integrates the information resources of shipping office(s), the ship(s) and the maritime‐related industry as a whole and provides the shipping company with the capability to document, monitor and control the safety‐critical aspect of “technical reliability” towards promotion of safety in shipping and compliance with the International Safety Management Code.

As the concept of corporate sustainable management activities (CSMA) has become an increasingly important element of corporate management, much attention has been paid to its impact on customer relationship. Although there exists many studies concentrating mainly on the environment aspect of CSMA, only a few address the three dimensions of CSMA (environmental, social and economic) and examine their comprehensive impact on relationship marketing. In an attempt to fill this gap, the purpose of this paper is to empirically investigate the influence of CSMA on customer satisfaction (CS), word of mouth intention (WOMI) and repurchase intention (RI).

The data come from 214 shipping industry practitioners (shippers, freight forwarders and third party logistics service providers in South Korea). Structural equation modeling (SEM) is employed to test the impact of CSMA on CS, WOMI and RI.

Based on a survey conducted in South Korea, the findings indicate that environmental and economic aspects of CSMA play a significant role in enhancing CS and the enhanced CS positively affects WOMI and RI.

As the field data were obtained from only one industry, future replication of the findings to other industries should consider industry-specific factors, if applicable.

The results highlight several implications for shipping industry practitioners to consider when establishing the strategy for effective corporate sustainable management to enhance CS.

This study is one of the first empirical attempts to explore how CSMA affects CS in the shipping industry. In addition, this paper empirically investigates the influence of CS on WOMI and RI.

The place of the international physical distribution function (or shipping function as it is conventionally called in the United Kingdom) has been largely neglected in the area of logistics or physical distribution studies. This neglect, in particular of the export shipping function, is surprising in a country such as the United Kingdom which is so dependent upon international trade. The export shipping function cannot be regarded as merely an extension of the domestic physical distribution function. In many instances it has separate personnel who undertake a range of functions which may, individually, be just as closely associated with finance and accounting as with physical distribution. The separate tradition of the export shipping function means that it may not be conveniently accommodated into a logistics framework which attempts to integrate the domestic and international movement of goods.

This study aims to study the resilience of the maritime industry by analyzing the impacts of COVID-19 on the maritime industry, in particular, on the shipping management aspect and offshore sector, investigate the effectiveness of current solutions and recommend future solutions for the industry to reduce or mitigate the negative impacts.

In order to better appreciate resilience in the maritime industry, the study conducted secondary research and semi-structured online interviews to (1) identify the impacts of COVID-19 on the shipping management and offshore sector, (2) analyze the effectiveness of current solutions and (3) provide some strategies to enhance the effectiveness of the current measures.

he results are congruent with existing literature which indicate that the pandemic has negatively affected the global economy, changed the global trade network and contributed to the sharp decline in demand for oil. In response to the pandemic, governments have implemented safety and health-related measures such as lockdown, safe-distancing and travel restrictions. Often, measures differ from countries to countries and these non-standardized and changing regulations further increase the challenges faced by the industry. From the shipping management perspective, the industry experienced issues such as crew changing, trade contraction and the expiration of shipping certificates, which supported and validated current research. Meanwhile, the offshore industry is challenged by the increasing market volatility and uncertainty, increasing need to source for alternative fuels and the declining oil exploration activities. Current strategies adopted by shipping management companies include crew change management, capacity management and the extension of ship certificates, whereas offshore industry chose to collaborate with oil majors.

By identifying the impacts and challenges and studying the effectiveness of solutions adopted by the maritime industry, this paper allows maritime industry stakeholders and policymakers to develop strategies to mitigate the effects of the global health crisis and strengthen the resilience of the industry. However, as the pandemic continues to develop and evolve, strategies need to be reviewed continuously in response to the changing situations.

This research analyses the impacts and solutions in response to the COVID-19 pandemic, which contributes to the development and formulation of strategies to strengthen the resilience of maritime transport.

The purpose of this paper is to provide a real asset management investment appraisal of the performance of containerships as a primary segment within international shipping, to facilitate Islamic equity investment through a shipping fund. The objectives are to evaluate the risks and returns of shipping under the framework of Islamic equity finance, and to analyze the performance of investing in containerships over the long term, to appeal to retail and institutional clients of Malaysian asset management institutions.

Accordingly, the methodology adopts an investment analysis of a full population of historical data over a period of 20 years, to evaluate performance involving a maritime return on investment (MROI), internal rate of return (IRR), net yield and standard deviation measures of risk and return.

The findings reveal that while earnings are volatile in comparison to capital market expectations, unlevered, tax-free returns on containership investments outperform financial and other real assets.

Shipping is a strong growth industry with about 84 per cent of global trade carried out by the international shipping industry. The problem is that many Islamic asset management institutions and investors have essentially no exposure to Islamic investment in international shipping.

However, shipping is a highly capital-intensive industry, and currently 75 per cent of ship lending has been conducted by European banks and financed on a conventional basis. Post-financial crisis, ship owners, ship lenders and shipyards have all been exposed to the impact of over-levered balance sheets and debt finance. There is a demand for alternative sources of finance.

By communicating risk and reward more effectively, retail and institutional investors, as well as Islamic finance institutions, will realize that the social benefit of equity finance on the basis of profit sharing is more efficient at allocating investible resources than debt finance at interest, thereby increasing investment and economic growth.

The significance is that Islamic equity finance, rather than debt at the time-value of money, should enhance the development of international shipping.

The rapid change in technology has begun to influence the maritime sector with the effect of globalization. The impact of technologies is increasing in shipping management; on the other hand, the importance of the human element has also increased. International Maritime Organization has introduced regulations governing the training and social rights of seafarers. MLC 2006 has been an important improvement for the social rights of seafarers. Preventive measures for workplace bullying were started on ships. The safety regulations of STWC Manila 2010 have brought some improvements in the industry. The maritime industry will face some absolute changes brought by Industry 4.0 such as IoT, artificial intelligence, cloud technology and blockchain, although it is unclear yet what sort of changes will occur in manpower labor markets. There are some countries that carry on projects regarding unmanned ships presently. For example, Norway has realized several trial voyages, as well as some other projects, which were carried on by Finland and the EU. In spite of all these changes, seafarers obviously will be needed in the maritime industry. The main purpose of the study is to determine how, from where and how many seafarers will be demanded onboard in the future. Prospects, futurists’ approaches, opinions of sector representatives and research reports are evaluated, and the future of seafarers is discussed in this study.

Scandia, Inc., is a commercial vessel management company located in the New York Metropolitan area and is part of a family of firms including Scandia Technical; International Tankers, Ltd.; Global Tankers, Ltd.; Sun Maritime S.A.;Adger Tankers AS; Leeward Tankers, Inc.; Manhattan Tankers, Ltd.; and Liuʼs Tankers, S.A. The companyʼs current market niche is the commercial management of chemical tankers serving the transatlantic market with a focus on the east and gulf coast of the United States and Northern Europe. This three-part case describes the commercial shipping industry as well as several mishaps that the company and its President, Chris Haas, have had to deal with including withdrawal of financial support by creditors, intercorporate firm conflict, and employee retention. Part A presents an overview of the commercial vessel industry and sets the stage for Parts B and C (to be published in the Spring 2011 issue) where the firmʼs operation is discussed.