Delft University of Technology
FACULTY MECHANICAL, MARITIME AND MATERIALS ENGINEERING
Department Marine and Transport Technology Mekelweg 2 2628 CD Delft the Netherlands Phone +31 (0)15-2782889 Fax +31 (0)15-2781397 www.mtt.tudelft.nl
This report consists of 96 pages. It may only be reproduced literally and as a whole. For commercial purposes only with written authorization of Delft University of Technology. Requests for consult are only taken into consideration under the condition that the applicant denies all legal rights on liabilities concerning the contents of the advice.
Specialization: e.g. Transport Engineering and Logistics
Report number: 2015.TEL.7979
Title:
Scheduling Support Tool for
Tramp Shipping
Author:
L.S.J.C. Lanphen
1369512
Title (in Dutch) Een ondersteunende planningstool voor wild verschepingen
Assignment: Master thesis Confidential: Yes, till 2020
Initiator (university): Delft University of Technology Supervisor: M.B. Duinkerken
T
U
Delft
FACULTY OF MECHANICAL, MARITIME AND
MATERIALS ENGINEERING
Delft University of Technology Department of Marine and Transport Tectinoiogy
Mel<elweg 2 2628 CD Delft the Netiierlands Ptione +31 (0)15-2782889 Fax -1-31 (0)15-2781397 www.mtt.tudelft.nl
Student:
Supervisor (TUD):
Specialization:
Creditpoints (EC):
L.S.J.C. Lanplien
M.B. Duinkerken
TEL
35
Assignment type:
Report number:
Confidential:
doctoral assignment
2015.TEL.7979
Yes, till 2020
Subject: A decision support system for scheduling of tramp shipping
Tine maritime company Jumbo Shipping operates in the shipping and offshore branches, where they
specialise in heavy lift transportation and installation of no-containerized cargoes all over the world in
the tramp shipping market. They provide services to global heavy lift industry manufacturers and
engineering companies for their overseas and inland transportation requirements.
In the current situation, the commerce department of Jumbo takes care of the initial scheduling of the
cargoes and the routing of the vessels. Inquiries for cargoes are send to the commerce department,
which determine with the help of supporting departments if an inquiry is technical and planning
feasible. When an inquiry is determined feasible, a schedule is created for that inquiry. However, due
to the lack of commercial planning tools, applicable to Jumbo Shipping, the commerce department is
limited to manual scheduling. This manual scheduling is a time consuming process with no (fast) ways
to check if the resulting schedule is approximating the optimal solution for the given problem. The
time consuming process has also the disadvantage that competition with faster inquiry processes
could grasp the cargo.
The aim of your assignment is to improve both the scheduling process and the quality of the resulting
schedules. After analyzing the current manual method and the performance of the current schedules,
insights from existing literature can be used to develop an automated scheduling method that can be
used by the commerce department.
Studying relevant literature, developing and implementing a model, verification and validation of the
model, experimenting with realistic data, presenting solid conclusions and recommendations and
reporting the research work are all part of this assignment.
Based on your survey, it is expected that you conclude with a recommendation for future research
opportunities and potential for more ideas and/or applications. The report must be written in English
and must comply with the guidelines of the section. Details can be found on the website.
Scheduling support tool for tramp
shipping
Design of a decision support system for the
schedul-ing and routschedul-ing process of Jumbo Shippschedul-ing
L.S.J.C. Lanphen
Universit y of T echnology DelftS
CHEDULING SUPPORT TOOL FOR TRAMP
SHIPPING
D
ESIGN OF A DECISION SUPPORT SYSTEM FOR THE SCHEDULING
AND ROUTING PROCESS OF
J
UMBO
S
HIPPING
by
L.S.J.C. Lanphen
in partial fulfilment of the requirements for the degree of in Mechanical Engineering
at the Delft University of Technology,
Student number: 1369512 a Project duration: June 1, 2015 – December 18, 2015 Commission: Prof. dr. Ir. G. Lodewijks
Professor of Transport Engineering & Logistics Ir. M.B. Duinkerken
TEL program coordinator & Daily supervisor Ir. R.G. Hekkenberg
Assistant Professor Marine Technology &
Ir. K. van der Heiden
P
REFACE
This graduation project is the final work of my Mechanical Engineering Master at the Delft University of Tech-nology. It presents the research and results of a study towards a scheduling support tool for tramp shipping conducted in the second half of 2015. It specifically looks at a scheduling and routing tool design that finds the optimal schedule based on the desired objective.It was a true learning experience and I had fun constructing the tool and solving all the puzzles that were needed to make it a useful tool. I could not expect in advance to solve this problem exactly and by that have such a successful graduation project.
For their help, I would like to thank the following persons in particular; Kasper van der Heiden, supervi-sor of Jumbo Maritime, for his advice, feedback and giving me the opportunity with a great project subject to do my graduation project at Jumbo Maritime. I would also like to thank friends and family for their help and support. Then a big thank you to Lars Bosma, a former intern at Jumbo, for his help looking up and construct a huge port-to-port distance matrix that is needed for the tool. This brings me to thank my supervisor Mark Duinkerken and the other members of the exam committee for the discussions, help and guidance during my graduation project.
Finally, I would like to thank Max for his encouragements, support, discussions and help during this grad-uation project research.
L.S.J.C. Lanphen Delft, December 2015
a
L
IST OF
A
BBREVIATIONS
& T
ERMINOLOGY
TERMINOLOGY
Bunker Filling up fuel for a vessel [1]
Draft The vertical distance between the waterline and the bottom of the hull (with the thickness of the hull included)
Downtime periods Periods where a vessel is not earning money
Fix A collection of contracted cargoes that are subjected to one booking and will be shipped by Jumbo
Inquiry A fix, that can be transformed into a booking, if it is possible to be added to the current shipping schedule
Pitch A ship’s motion leading to a up-and-down movement of the ships bow and stern Sailing schedule A time-management tool that consists of schedules per vessel and their tasks and
routes
Trim The longitudinal slope of a ship or the difference between the forward and aft draft Yokohama fender Big bumper used to absorb the kinetic energy of a boat or vessel berthing against a
jetty, quay wall or other vessel
ABBREVIATIONS
B&B Branch & Bound
BOA Berthing on Arrival
DPR Daily Progress Report DSS Decision Support System DP2 Dynamic positioning level two
ETA / ETD Estimated time of Arrival/ Estimated Time of Departure
GA Genetic Algorithm
HFO Heavy Fuel Oil
ISO International Standardisation Organisation KPI Key Performance Indicator
LOA Length over all
MGO Marine Gas Oil
RPM Rotations Per Minute
R&D Research & Development RSA Recursive Smooting Algorithm
SoF Statement of Fact
SOP Speed Optimization Problem
SRP Ship Routing Problem
SRPTP Ship Routing Problem of Tramp Shipping SST Scheduling Support Tool
S
UMMARY
The maritime company Jumbo operates in the shipping and offshore branch, where they are specialised in heavy lift transportation and installation of non-containerised cargoes all over the world in the tramp ship-ping market. Jumbo Shipship-ping provides services to global heavy lift industry manufacturers and engineering companies by fulfilling their overseas and inland transportation requirements.In the current situation, the commerce department takes care of scheduling cargoes and routing vessels. Inquiries of cargoes are received by the commerce department, which evaluates, with the help of supporting department, the technical feasibility of a cargo and the possibility of incorporating it in the current sched-ule. However, due to the lack of suitable commercial scheduling tools, the commerce department is con-strained to manual scheduling. As a consequence, decision variables are excluded and generalised to keep the scheduling process less complex and time-consuming. An extra amount of complexity is added by the constantly changing actual daily progress of the entire fleet. As a result, poor schedules are obtained with deadlines that theoretically cannot be achieved. The manually created schedules cannot be executed without delays. Also no methods exist to quickly check the feasibility of a manually created schedule and its perfor-mance with respect to the optimal schedule. Another disadvantage of Jumbo’s current manual scheduling process is the possible of losing an inquiry to competitors with a faster scheduling process.
In this research, a Scheduling Support Tool is successfully developed. The scheduling problem characteris-tics, which include a high number of constraints, result in a very small fraction of all possible schedules being feasible. By using an enumerative backtracking algorithm, these constraints are effectively used to eliminate infeasible schedules and thereby providing a successful way in quickly and exactly finding the optimal sched-ule. When implemented, this will lead to a more efficient operation of Jumbo’s fleet and a reduction of the scheduling process time from approximately 5 days to around 1.5 hours. Here, all feasible schedules are iden-tified and graded according to an objective function after which the optimal schedule can be selected. This method works extremely well for Jumbo’s current problem characteristics, but it is sensitive for changes of these problem characteristics.
The Scheduling Support Tool obtains optimal scoring feasible schedules and provides insight into all sched-ule performance indicators. This is all achieved in less calculation time which grants the possibility of adding new or additional scheduling information on a daily basis. Furthermore, the Scheduling Support Tool also ensures a service level of 100%, forces the user to work with only feasible schedules. In this research, the fuel consumption is chosen to be the objective for being the only true cost variable. When this tool is used to optimise Jumbo’s fuel consumption an estimated yearly reduction of 8.6%, equivalent to yearly 2500 tonnes of fuel, can be obtained. This is achieved by decreasing the fleet’s average sailing velocity and the cumulative yearly sailing distance with roughly 22,000 sea miles.
Keywords: Tramp shipping, Ship routing problem, Scheduling, Enumerative backtracking
S
AMENVAT TING
De maritieme onderneming Jumbo is actief in de scheepvaart en de offshore-branche, waarin ze zich spe-cialiseren in de zware transport en installatie van niet-containeriseerbare ladingen over de gehele wereld in de wilde vaart. Jumbo Shipping levert wereldwijd diensten aan de zware lift industrie fabrikanten en inge-nieursbureaus door te voldoen aan hun buitenlandse en binnenlandse vervoerseisen.In de huidige situatie verzorgt de commerciële afdeling de planning van ladingen over schepen en bijbe-horende scheeproutes. De commerciële afdeling ontvangt lading aanvragen en evaluert, met behulp van ondersteunende afdelingen, de technische haalbaarheid van het transporteren van een lading. Ook wordt er gekeken naar de mogelijkheid van het opnemen van de lading in het huidige vaarschema. Echter, van-wege het ontbreken van geschikte commerciële planning-software, is de commerciële afdeling gelimiteerd tot handmatig plannen. Dit heeft het gevolg dat beslissingsvariabelen uitgesloten en gegeneraliseerd wor-den om het planningsproces minder complex en tijdrovend te maken. Deze manier van plannen heeft geen (snelle) manieren om te controleren of het uiteindelijke schema de geschatte optimale oplossing is voor het gegeven probleem. Hierdoor worden slechte schema’s verkregen met deadlines die in de praktijk niet kunnen worden gehaald. Een ander nadeel van Jumbo’s huidige handmatige planning proces is de mogelijkheid van het verliezen van een lading aanvraag aan concurrenten met een snellere planningsproces.
In dit onderzoek is een Planning Ondersteunend Instrument met succes ontwikkeld. De karakteristieken van het planningsprobleem, die een groot aantal beperkingen bevatten, resulteert in dat een zeer klein deel van alle optionele schema’s mogelijk zijn. Door het gebruik van een enumerative backtracking algoritme, worden deze beperkingen effectief gebruikt om onmogelijke schema’s te elimineren. Dit zorgt ervoor dat de optimale planning op een succesvolle wijze snel en precies wordt gevonden. Wanneer dit algoritme is geïmplementeerd, zal dit leiden tot een efficiëntere operatie van Jumbo’s vloot en een reductie van de plan-ningstijd van 5 dagen naar ongeveer 1,5 uur. Het instrument identificeert alle mogelijke schema’s en beo-ordeeld ze volgens een doelfunctie waarna de optimale planning kan worden geselecteerd. Deze methode werkt zeer goed voor Jumbo’s huidige probleemkarakteristieken, maar is wel gevoelig voor veranderingen van deze probleemkarakteristieken.
Het Planning Ondersteunend Instrument verkrijgt optimaal scorende en haalbare schema’s en geeft inzicht in alle schema prestatie indicatoren. Het instrument kan meerdere nieuwe lading aanvragen per dag analy-seren vanwege de lage benodigde rekentijd. Bovendien zorgt het Planning Ondersteunend Instrument ook voor een servicegraad van 100%. dwingt daarbij de gebruiker om enkel te werken met haalbare schema’s. In dit onderzoek is het brandstofverbruik gekozen als doelfunctie, omdat het de enige kosten variabele is. Wan-neer dit instrument wordt gebruikt om het brandstofverbruik van Jumbo te optimaliseren, kan een geschatte jaarlijkse reductie verkregen worden van 8,6%, wat overeenkomt komt met ongeveer 2.500 ton brandstof per jaar. Dit wordt bereikt door onder andere het verlagen van de gemiddelde snelheid van de varende vloot en de cummulatieve jaarlijkse vaarafstand met ongeveer 22.000 zeemijl.
Sleutelwoorden: Wilde vaart, Schip route probleem, Plannen, Enumeratieve backtracking
C
ONTENTS
List of Abbreviations & Terminology 1
Summary 3 Samenvatting 5 1 Introduction 11 1.1 Background . . . 11 1.2 Problem statement . . . 11 1.3 Research question . . . 12 1.4 Research scope . . . 12 1.5 Report outline. . . 12
2 Jumbo’s organisation & operations 13 2.1 Jumbo’s activities . . . 14
2.2 Jumbo’s organisational structure . . . 14
2.2.1 Primary tasks of the commerce department . . . 14
2.2.2 Primary tasks of the operations & engineering department . . . 15
2.2.3 Primary tasks of the fleet department . . . 15
2.3 Shipping process . . . 16
2.3.1 Transit activities . . . 16
2.3.2 Port activities . . . 16
2.4 Conclusion . . . 17
3 Analyses of the current scheduling process 19 3.1 Detailed description of the current scheduling process . . . 19
3.1.1 Activities of the Commerce department . . . 20
3.1.2 Activities of the Engineering & Operations department . . . 21
3.1.3 Cargo properties . . . 22
3.2 Collection of scheduling data . . . 23
3.2.1 Data from applications. . . 23
3.2.2 Data from Jumbo developed tools . . . 23
3.2.3 Configuration scheduling data . . . 25
3.2.4 Required scheduling input data of fixes . . . 25
3.3 Performances of the current scheduling process . . . 29
3.3.1 Key performance indicators . . . 29
3.3.2 Evaluation of historical data . . . 29
3.3.3 Performance of historical data . . . 29
3.4 Current scheduling process issues . . . 31
3.4.1 Excluded constraints . . . 31
3.4.2 Generalised constraints . . . 34
3.4.3 Global issues . . . 34
3.5 Conclusion . . . 35
4 Literature on the ship routing and scheduling problem 37 4.1 Problem formulation . . . 37
4.1.1 Classification of the problem. . . 37
4.1.2 Ship routing problem . . . 38
4.2 Solving the Ship Routing Problem. . . 40
4.2.1 Solving methods . . . 40
4.2.2 Chosen solving method: Backtracking algorithm . . . 41
4.3 Conclusion . . . 43 7 Report number: 2015.TEL.7979
8 CONTENTS
5 Conceptual scheduling model 45
5.1 Goal of the scheduling model . . . 45
5.2 Scheduling model design requirements . . . 46
5.2.1 Required in- & outputs . . . 46
5.2.2 Required scheduling model processes . . . 47
5.3 Scheduling model challenges . . . 48
5.3.1 Technical feasibility . . . 49
5.3.2 Scheduling feasibility . . . 49
5.4 Framing the scheduling model . . . 50
5.4.1 Assumptions . . . 50
5.4.2 System boundaries. . . 51
5.5 Conclusion . . . 53
6 Detailed scheduling model 55 6.1 Scheduling model overview . . . 55
6.1.1 Inputs of the scheduling model . . . 56
6.1.2 Outputs of the scheduling model . . . 57
6.2 Scheduling model procedures . . . 57
6.2.1 Initialisation procedure . . . 57
6.2.2 Determination of feasible schedules procedure . . . 59
6.2.3 Routing function . . . 61
6.2.4 Objective procedure . . . 62
6.3 Conclusion . . . 63
7 Scheduling model implementation 65 7.1 Implementation software . . . 65
7.2 Model characteristics . . . 65
7.2.1 Case study . . . 65
7.2.2 Model run time . . . 66
7.2.3 Implementation of enumerative backtracking . . . 66
7.2.4 Implementation of the Performance Indicators . . . 68
7.3 Verification & Validation of the developed scheduling model . . . 70
7.3.1 Model verification . . . 70
7.3.2 Model validation . . . 78
7.4 Conclusion . . . 80
8 Analyses of the scheduling model performances 81 8.1 Experimental plan . . . 81
8.1.1 Improved scheduling process tests. . . 82
8.1.2 Sensitivity analysis . . . 83
8.2 Results of the experimental plan . . . 84
8.2.1 Testing results of the improved scheduling process . . . 84
8.2.2 Sensitivity analysis results . . . 90
8.3 Conclusion . . . 91
9 Conclusion & Recommendations 93 9.1 Conclusion . . . 93
9.2 Recommendations . . . 95
9.2.1 Additional scheduling support tool features . . . 95
9.2.2 Additional scientific research . . . 96
References 97 A Scientific research paper 101 A.1 Introduction . . . 101
A.2 Scheduling Support Tool . . . 102
A.3 Computational study . . . 103
A.4 Conclusions and further research . . . 105
A.5 References . . . 105 2015.TEL.7979
CONTENTS 9
B Additional company information 107
B.1 Organisation charts . . . 107
B.2 Commerce Inquiry tool . . . 109
B.3 Tasks and goals of the different departments in Jumbo . . . 110
B.4 Used applications per department within Jumbo . . . 111
B.4.1 STAR . . . 112
B.4.2 OCTOPUS . . . 112
B.4.3 Routing tool . . . 113
B.4.4 Statement of Fact . . . 114
B.5 Vessels fuel schedules . . . 115
B.6 Analysed Sailing Schedules . . . 118
B.7 Sailing schedule. . . 122
C Additional Scheduling Support Tool information 125 C.1 Mathematical model . . . 125
C.2 Model output . . . 129
C.3 Sailing schedule created by hand . . . 131
C.4 Results of the experimental plan . . . 132
C.4.1 KPI of test with varying the objective function . . . 132
C.4.2 Sensitivity analysis results . . . 134
C.5 Possible user interface . . . 135
D Model Process Description Language 137 D.1 Process Description Language . . . 137
D.1.1 Initialisation procedure . . . 137
D.1.2 Determination of feasible schedules procedure . . . 138
D.1.3 Objective procedure . . . 139
1
I
NTRODUCTION
1.1.
BACKGROUND
Jumbo operates in the shipping and offshore branch, where they are specialised in heavy lift transportation and installation of non-containerised cargoes all over the world in the tramp shipping market. Jumbo Ship-ping provides services to global heavy lift industry manufacturers and engineering companies by fulfilling their overseas and inland transportation requirements. At the current moment, Jumbo operates with a fleet of 12 specialised and in-house designed heavy lift vessels. The vessels are equipped with heavy lift cranes with a lifting capacity ranging from 500t up to 3000t. This makes it possible to operate virtually everywhere, regardless of locally available shore equipment or other port facilities.
1.2.
PROBLEM STATEMENT
The heavy lift shipping market follows global trends and is thereby affected by the worldwide economic re-cession. As in every type of business, companies have to constantly look for improvements to achieve cost reductions in order to keep up with the competition. In Jumbo’s case a decrease of the fleet occupation, caused by the competitive market, increases the need for cost reduction.
In the current situation, the commerce department takes care of scheduling cargoes and routing vessels. Inquiries of cargoes are received by the commerce department, evaluates, with the help of supporting de-partment, the technical feasibility of a cargo and the possibility of incorporating it in the current shipping schedule. However, due to the lack of commercial scheduling tools applicable to Jumbo, the commerce de-partment is constrained to manual scheduling. As a consequence, decision variables are excluded and gen-eralised to keep the scheduling process less complex and time-consuming. It is complex due to the result of, for instance, daily updates where extra schedule items, like intermediate stops and more specific dates, are added to the schedule. This manual scheduling is a time-consuming process with no methods to quickly check the feasibility of a manually created schedule and its performance with respect to the optimal schedule. As a result, poor schedules are obtained with deadlines that theoretically cannot be achieved. Another dis-advantage of Jumbo’s current manual scheduling process is the possible of losing an inquiry to competitors with a faster scheduling process. In an ideal situation the client receives an instant answer on the question if an inquiry is feasible to be transported at Jumbo, which increases the chance of Jumbo acquiring the inquiry. The problem of Jumbo can be described as a scheduling and routing optimisation problem for tramp ship-ping of flexible cargo sizes with time windows, allocation of vessels, hard deadlines and flexible vessel speeds. In the future, Jumbo wants to increase in size by expanding the fleet, which increases the complexity of the current scheduling problem even more. Jumbo Shipping has decided that one of the ways to improve the process is to automatise the schedule and routing for every vessel, but Jumbo lacks the skills or knowledge to do so.
12 1.INTRODUCTION
1.3.
RESEARCH QUESTION
The purpose of this thesis is to improve the scheduling process of Jumbo Shipping, optimizing the vessels performances and shortening the scheduling process. The research question is defined as followed:
How will a decision support system affect Jumbo’s shipping scheduling method with respect to the fleet operation efficiency and the scheduling process time?
a
The main research question can be answered by answering the following three sub-questions:
1. What issues and consequences can be found in the current way of scheduling that require a decision support system to be solved?
2. What type of problem solving method can be applied on the decision support system that allows it to find the optimal solution?
3. In which way is the decision support system an improvement with respect to the current manual schedul-ing method?
1.4.
RESEARCH SCOPE
For this research study, a scope is needed due to the high number of specific problem characteristics. The vessels of the K-, J-, and H-types will be included into the scope, which will reduce the fleet from 12 vessels to 8 vessels. These vessels operate in the shipping and offshore branch, however for this research only the shipping branch will be investigated taken into account the vessel’s properties, maintenance periods, bunker visits, canal delays and the water depth constraints in ports. The by supporting departments provided load and discharge plan, that is used to determine if cargo fits on the vessels, is simplified and external factors are excluded from the scope (e.g. weather, tides and currents). Finally, in the current way of scheduling, the experience of employees is used to determine the length of a port stay (for loading or discharging), so no calculation will be used to determine the port stay length, and therefore, will be excluded from the scope.
1.5.
REPORT OUTLINE
To answer the research questions and sub-questions of this research study, several subjects need to be dis-cussed in this report. At the start, Jumbo’s current situation will be described in chapter 2, by following the primary process and using management information. Analysing this current process in chapter 3 will help to identify the issues and consequences of the current way of scheduling and a clearer view on which relevant literature need to be reviewed on the topic in chapter 4. This is also necessary to define the problem type and find solutions to model challenges. What type of concepts need to be considered to create an accurate decision support system will be described in the conceptual model in chapter 5 and a detailed description of the model is given in chapter 6. The implementation of the model, verification and validation are described in section 7.3, which lead to an experimental plan in chapter 8. This chapter also includes the results and an analysis of them along with the answer of the question if the decision support system is an improvement. Finally, chapter 9 presents the conclusion and recommendations of this thesis study.
2
J
UMBO
’
S ORGANISATION
&
OPERATIONS
Jumbo (or Kahn Shipping) is a family-owned company since 1968 based in Schiedam. The company works in the shipping branch and since 10 years in the offshore branch. They are specialised in heavy lift transporta-tion and installatransporta-tion and work in a corporate structure of cooperating departments, where each department has its own specific tasks and responsibilities. This chapter will provide more information on activities, or-ganisational structures and the shipping process of Jumbo Shipping.
The company has∼500 employees of which∼170 work on the office, ∼25 are interns, ∼200 are officers and∼150 are seamen on the fleet. Jumbo has a worldwide network of offices and agents in order to reach the local customers, see Figure 2.1. Due to the fact the company is not a quoted company, the facts and figures of the company are con-cealed.
Although the structure of the main departments is pre-sented vertical (Figure 2.2), in reality all departments are encouraged to communicate with each other horizontal in order to improve efficiency.
Figure 2.1: Jumbo’s commercial activities worldwide [14]
Figure 2.2: Organisational structure of Jumbo [9]
14 2.JUMBO’S ORGANISATION&OPERATIONS
2.1.
JUMBO’S ACTIVITIES
Jumbo works in the shipping and offshore branch. They provide services to global heavy lift industry manu-facturers and engineering companies for their overseas and inland transportation requirements. The target markets of Jumbo are:
• Oil & gas offshore
• LNG • Modules • Refinery/ Petrochemical • Mining • Port construction and infrastructure • Power generation / Renewables • Cranes • Floating and rolling stock • Subsea structures • Mooring • Wind energy • Feedering • Tidal Energy
At the current moment Jumbo operates with a fleet of 12 specialised and in-house designed heavy lift ves-sels with a lifting capacity ranging from 500t to 3000t. The vesves-sels are equipped with heavy lift cranes, which makes it possible to operate virtually everywhere regardless of present shore equipment or other port fa-cilities. This means that the time spent in the port is mainly dependent on the vessel capacities. Jumbo specialises in tramp shipping of non-containerised loads all over the world, where they are for the most part employed by industrial companies. The typical cargo includes large/ heavy machinery for the energy indus-try, train engines, parts of wind turbines, etc. (Figure 2.3)
Two of Jumbo’s vessels are equipped with two 900t deep water cranes and a dynamic positioning system (DP2), enabling them to provide transport in combination with offshore installation services. These two vessels can be fitted to deep water deployment for lowering and installing heavy subsea structures to water depths up to 3000 metres [14].
Figure 2.3: Examples of tramp shipping of non-containerised loads at Jumbo Shipping [14]
2.2.
JUMBO’S ORGANISATIONAL STRUCTURE
The primary process of Jumbo Shipping, presented in Figure 2.4, exist mainly of the four departments; Com-merce, Engineering, Operations department and the fleet. These departments are discussed in subsection 2.2.1 up to 2.2.3.
2.2.1.
P
RIMARY TASKS OF THE COMMERCE DEPARTMENTThe commerce department is in charge of scheduling with the goal to schedule as much cargo as possible and create schedules. "Scheduling" is routing with times (or time windows) attached to the calls of the ves-sels in the ports for a medium term, meaning up to several months. An organisation chart of the commerce department can be found in Figure B.1 of the appendix. This department determines in a couple of global steps if an inquiry is feasible using an excel-tool that can be found in Figure B.4 of the appendix. The techni-cal feasibility check is done with the support of the engineering department that includes various operational aspects. When the inquiry is feasible and a commercial discussion has taken place between Jumbo and the client, the cargo is booked, registered and handed over to the operation department. In this stage the cargo is called a fix [8] [13].
Recently the commerce department is also focussing on the spot market. This is cargo that can be picked up last minute along the route by vessels that have space left. Every day 100 potential cargoes passing by of which the far majority is not interesting for Jumbo.
2.2.JUMBO’S ORGANISATIONAL STRUCTURE 15
2.2.2.
P
RIMARY TASKS OF THE OPERATIONS&
ENGINEERING DEPARTMENTCommerce provides a recap with information of the fix to the operations and engineering department. The primary task of the engineering and operations department is to provide input and support as required to ensure that the transportation of the cargo is performed safely, securely and within the agreed terms. Interaction between the two departments is necessary to provide the vessels the right information, whereby operations has the direct link to the vessels. Although the schedule is created by the commerce department, the operation department is responsible for the details. They can influence the schedule by adjusting the following [8]:
• Shipping route
• Main engine(s) settings
• Port operations
• Load and discharge operations
The cargo load and discharge times are determined by experience and by making a detailed load and dis-charge plan. The load plan provides a trim and draft after loading. This trim and draft together with the bunkers result in a new trim and draft. A report of the loading plan is created automatically and consist of the following;
• Condition summary
• Weight summary
• Lightship
• Loading table
(ballast-, fuel-, water and miscellaneous tanks)
• Stability
• Criteria evaluation
• Strength
• Stability - Limiting curve
• Ship Graphics
An organisation chart of the engineering and operations department can be obtained in Figure B.3 and B.2 of the appendix.
Fleet
Figure 2.4: Primary process Jumbo Shipping [13]
2.2.3.
P
RIMARY TASKS OF THE FLEET DEPARTMENTProviding services by using the fleet is the core business of Jumbo. To get more familiar with the fleet, some information and specifications are provided in this subsection. An overview of the vessels per vessel type of the fleet of Jumbo is presented in Figure 2.5. Two J-type vessels are offshore vessels, the Fairplayer and the Jumbo Javelin. These two vessels are equipped with dynamic positioning systems. Dynamic positioning (DP) is a computer-controlled system to automatically maintain a vessel’s position and heading by using its own propellers and thrusters. On the moment, the Fairplayer and the Jumbo Javelin can also be used for lowering and installing heavy subsea structures into deep water. When needed, these two vessels can also be used as shipping vessels.
16 2.JUMBO’S ORGANISATION&OPERATIONS K-Type H-Type E-Type J-Type 2015 2004-2009 2000-2001 1990-1991
Jumbo Kinetic Fairmaster Jumbo Jubilee Fairpartner Jumbo Javelin Fairplayer
Jumbo Vision Fairlane Stellaprima Fairlift
F-Type
2010-2011 Daniella Mirabella
Figure 2.5: Overview of Jumbo’s fleet
2.3.
SHIPPING PROCESS
Jumbo Shipping transports cargo from A to B according the conditions of the client, where Jumbo Shipping divides the cargo in 10 different cargo types, namely;
• Port building • Crane/ Shiploaders • Modules • Offshore Equipment • Powerplant Equipment • Refinery Equipment
• Ship/ barge/ floating
• Rolling material/ trains
• Transtainers/ RTG
• Other
The shipping process consist roughly of two parts; transit and staying in the port. In the following subsections these two parts; transit and ports, will be described in more detail.
2.3.1.
T
RANSIT ACTIVITIESIn general, shippers will try to transship their cargo as fast as possible to be able to take on new cargo and thus new revenue. A vessel is registered to be in transit when it is sailing in open water. Where the productivity of a vessel can be best linked to the ratio between time spent at sea and in the port. As the transport of cargo is the main activity and not the transshipment of cargo. Jumbo deals with non-containerised loads, which require in most of the time a longer load and discharge time.
There are four types of transits;
• Dedicated vessel - The whole vessel is rented by the client
• Want completion - The vessel can handle more freight
• Direct sailing - No loading or discharging of another freight is possible after loading a certain freight
• Full ship - No other freight transit is possible with this vessel
Rerouting is common during transit, this is done to decrease operational costs by going to ports with more favourable bunker prices or by going through a canal. This is a result of an evaluation between time and money.
2.3.2.
P
ORT ACTIVITIESA vessel is registered to be in a port when it is not sailing in open water. This includes the time the vessel is located in a canal, at anchorage or sailing into a port or up a river. These periods are recorded as port calls. The port call is classified by the primary activity during the port visit. Within Jumbo, eight type of port calls are registered [28]. The letter between the square brackets is the abbreviation of that type of port call, that is used in Jumbo’s shipping software "Shipnet".
2.4.CONCLUSION 17
• Loading [L]
Besides lifting the cargo on the vessel, extra time-consuming processes are needed, such as taking pos-session of the cargo, preparing the vessel and sea fastening.
• Discharging [D]
Discharging takes less port time compared to loading because loading has extra processes (e.g. sea fastening).
• Canal / Locks [C]
Passage reduces transit times significantly on the most frequented routes. Between 2005-2011 10% of the port call and 1% of the time were canal passages, mainly the Panama and Suez Canal with an average canal passage of 1.14 days [28]. Rivers fall also in this category. Passing through canals and locks cost money, which is the reason for categorizing them as port calls.
• Transport of equipment [E] When a vessel needs a certain type of equipment to load and discharge a cargo, it can be the case that the vessel needs to collect this type of equipment in a specific port.
• Bunkering [Z]
On average, a vessel needs to bunker ones a month for fuel and lube oil, but if the bunker department "finds" a favourable bunker load, a vessel is rerouted to bunker. These bunker trips are fast trips, on average 0.8% of the activities fleet over time between 2005 and 2011 [28]
• Stores and crew exchange [S] Every now and then a crew exchange is needed due to the occupational health and safety law. Where the new crew will take over from the current crew. Furthermore the "stores" needs to be visit to replenishment of the stocks.
• Waiting [W]
Several situations or activities can be logged as "waiting" port calls, namely; mobilisation periods, standby services for clients, waiting to enter the port due to external causes and planned port visits for promotional reasons, general maintenance, economical reasons, etc.
• Yard [Y]
Yard calls are necessary because clas-sification societies will demand a ves-sel to have regular maintenance and inspection periods. By regular main-tenance schedules while operation, owners strive to reduce these peri-ods. Of course, unforeseen break-downs can also cause yard visits. Transport of equipment, stores and crew exchange are relatively rare port calls and do not represent large time periods. Van-limbergen ( 2012) conducted a research on the port calls of the fleet from 2005 to 2011. She created a general overview of the port times spent on the different kind of cate-gorised port calls in percentage. This result
can be found in Figure 2.6 [28]. Figure 2.6: General overview of the actual port times of the fleet (2005-2011)
2.4.
C
ONCLUSION
At the end, it can be concluded that many departments are involved in the scheduling process. However, the commerce department is in charge of scheduling and uses the skills of the engineering and operations department during the scheduling process. The operations departments use this schedule as a basis for cre-ating a more detailed schedule. In this scheduling process, many factors need to be taken into account, from the different vessel sizes to the large variety of cargo types. Despite the fact that the shipping process only exists of roughly two parts, transit and port visits, it is a complex scheduling process.
3
A
NALYSES OF THE CURRENT SCHEDULING
PROCESS
Analysing the current scheduling process will help identify and solve the issues that cause deviations between the theoretical and executed schedule. With the help of a detailed description of the current scheduling pro-cess a framework of the problem is determined in section 3.1. Data is collected and performances are mea-sured in section 3.2 and 3.3. This gathered information will help identify the issues of the current scheduling process in section 3.4.3.1.
D
ETAILED DESCRIPTION OF THE CURRENT SCHEDULING PROCESS
A global picture of the current scheduling process of the commerce department has been described in subsec-tion 2.2.1. During this secsubsec-tion, the current scheduling process will be described in detail with all the relevant departments. Before analysing the current scheduling process a global overview is created of the transforma-tion of the demand for transportatransforma-tion of a fix to a transported fix with the help of a flowchart, see Figure 3.1.
Commerce department Demand for transportation Engineering department Operations department Engineering department Operations department Fleet Transported fix Departure/ loading Voyage Arrival / unloading
Figure 3.1: Flowchart of the transformation of a demand for transportation of a fix to a transported fix [13]
A simplification is presented in the flowchart above and only shows the relevant departments of Jumbo con-cerning the transformation of an inquiry to a transported fix. A more detailed description of each department can be found in Table B.1 of the appendix. Here the main tasks, internal goals/ motivators and example of possible conflicts between departments are summarised.
When there is demand for transportation from the client, an inquiry goes into the "Jumbo" system. The com-merce department will calculate with the help of the engineering department and the operations department 19 Report number: 2015.TEL.7979
20 3.ANALYSES OF THE CURRENT SCHEDULING PROCESS
if the transportation is feasible and if so create the adequate schedule. This means that the inquiry is trans-formed into a booking, also known at Jumbo as a fix. Next, the engineering department will dive deeper into the technical details and the operations department into the scheduling details. This is combined into a voyage and given to the fleet that will load the fix at the loading port, transports and discharge the fix at the discharge port.
In the rest of this section the commerce scheduling process will be described in more details with the help of Figure 3.2. This figure is the first part of the flowchart in Figure 3.1 and will be the focus of this thesis research.
3.1.1.
A
CTIVITIES OF THEC
OMMERCE DEPARTMENTThe commerce department has roughly two jobs; one, create schedules and two, schedule as many fixes as possible in the schedule. Scheduling requires a lot of time due to the fact that additional data is added or removed daily to the schedule. More complete information of fixes is available when the shipping date approaches. These reasons cause an iterative process in which vessels are daily rescheduled.
Commerce department Technical information Demand for transportation Engineering department Operations department Schedule information Booking Set up inquiry process Place inquiry information in Shipnet & the transport inquiry form Determine distance & transit time from Netpas Determine the technical feasibility Determine the scheduling feasibility Current schedule Reply to the client if inquiry is feasible and create a booking of the inquiry
Figure 3.2: System of process functions
The second job is to schedule as many fixes into the schedule as possible and is illustrated in Figure 3.2. When Jumbo is approached for a demand for transportation, the commerce department will start the scheduling process to determine if the inquiry is feasible. The information of an inquiry provided ranges in detail and can vary between the bare minimum and all the desired details. This depends on how far in advance Jumbo is approached and can have multiple reasons, for example; the customer wants to be flexible and does not want to commit themselves far in advanced to certain dates. Or it can happen that a certain inquiry is already registered to Jumbo, but the cargo has not yet been manufactured. For example, the approach time for spot cargo, cargo that is available for immediate loading, can vary from 4-6 weeks.
This minimum inquiry information can exist of the load and discharge port, the month of shipping and the bare minimums of the cargoes of the inquiry (number of items, weight, and dimensions). Later in time the scope will be narrowed and more information will be released, like; packing list, drawings and where and how the cargo will be placed on board.
When the commerce departments starts the procedure of an inquiry of determining if it is technically fea-sible and fits in the schedule. This procedure can be described with the following steps:
1. First an unique inquiry number is created and the provided information is added to their transport inquiry (excel) form (presented in Figure B.4 of the appendix) and in Shipnet, which is widely used within the departments of Jumbo.
2. Shipnet uses the tool Netpas to determine the shortest distance and route between the load- and the discharge port, which can be changed when a longer route is more favourable, which is mostly based on economics and/or safety (Table B.3).
3. The distance in combination with the right speed is used to determine the average sailing time. 4. The commerce department uses the weight of the load to determine the draft with a rule of thumb. 5. The average speed depends on the draft and the predetermined average power setting (see Table 3.2).
The power setting depends on the oil price, a lower the oil price results in a higher power setting, allow-ing the vessel to travel faster. Currently the oil price is considerably low, resultallow-ing in calculation power 2015.TEL.7979
3.1.DETAILED DESCRIPTION OF THE CURRENT SCHEDULING PROCESS 21
setting of 85%. The speeds per vessel in knots (kn) per draft situation for the power setting of 85% are presented in Table 3.1. This kind of table also exists for more power settings. It needs to be stated that later in the process this can be adjusted because it is more economically beneficial to sail than to ride at anchor. This has the reason that the vessels use expensive fuel (MGO) when they are at anchor or in the harbor. When a booking has an extensive sailing time the power setting can be reduced to the minimum allowing the vessel to travel slower. This can be the result of poor scheduling or unexpected events, no other bookings are available or no other bookings can be added to the schedule of the vessel.
Table 3.1: Speed kn per vessel per draft for a power setting of 85%
Two engines (drafts in [m]) One engine (drafts in [m]) One engine (drafts in [m])
5.8 6.5 7.5 8.1 5.8 6.5 7.5 8.1 5.7 6.6 7.7 Fairmaster 15.4 15.1 14.8 13.7 11.3 11.0 10.6 10.1 - - -Jumbo Kinetic 15.4 15.1 14.8 13.7 11.3 11.0 10.6 10.1 - - -Fairpartner 16.0 15.7 14.7 14.3 10.2 9.9 9.7 9.2 - - -Jumbo Jubilee 16.2 15.9 15.6 14.5 10.7 10.4 10.0 9.5 - - -Fairplayer 16.0 15.7 15.4 14.3 10.6 10.3 10.0 9.4 - - -Jumbo Javelin 15.8 15.5 14.5 14.1 10.0 9.7 9.5 9.0 - - -Fairlane - - - 13.9 12.9 12.3 Jumbo Vision - - - 13.9 12.9 12.3
The commerce department takes other aspects into account when scheduling.
• Some bookings need additional accessories, like; lifting equipment, Yokohama fenders or loco grom-mets, to load, discharge or fastening cargo.
• Two of the in scope vessels are lakes-fitted, which is a synonym for a vessel’s size that "fit" in the lakes of Canada.
The transport inquiry form is filled in and used by three departments; Commerce (green cells), Engineering (yellow cells) and Operations (brown cells). The transport inquiry form is sent from the commerce to the engineering department to determine the technical feasibility of the inquiry and additional scheduling infor-mation like load and discharge times. In most of the times, the commerce department only asks for certain information which means that not the whole engineering part of the transport inquiry needs to be filled in.
3.1.2.
A
CTIVITIES OF THEE
NGINEERING& O
PERATIONS DEPARTMENTThe engineering department uses calculations, knowledge and experience to determine the technical feasi-bility of an inquiry. They support the commerce department by providing requested information, for exam-ple:
• On which type of vessel(s) the transport is feasible
• Difficulty of operation (Standard, difficult or extreme)
• Remaining free space for the hold [m3] and deck [m2]
• Days for loading and for discharging [days]
• Deck option required (sailing open)
• If and where the cargo will be protruding
• Loading PS/ SB, maximum outreach limited [meters]
• Vessel shifting/ turning
• Additional weight in the hold, stabilisers, Fly jib and if not sufficient, extra saddles
• Additional costs [Euro]
• Drawings and information sheets
• QHSE Awareness and environmental impact
• Information generated by inquiry of the client in terms of; Information sheet, stowage-plan, lifting-plan, seafasteninglifting-plan, berthing-lifting-plan, stability calculation, sea-fastening calculations, others.
Next to the transport inquiry form, the voyage stowage plans of the vessels are created to determine if the inquiry will fit in one of the three vessel departments per suitable vessel; upper deck (in m2), tweendeck (in m3) and tanktop (in m3).
22 3.ANALYSES OF THE CURRENT SCHEDULING PROCESS
The operational department provides port information if the commerce department does not have the in-formation. This information can consist of; Port restrictions, limited draft, air-draft, length overall (LOA), berthing on arrival (BOA), outreach, loading from and discharge to. This port information is also a filter to determine suitable vessels for the cargo.
With the information provided by the engineering department in combination with port information from the operational department, the commerce department can determine, with the advice of the other depart-ments, if the inquiry is technically feasible. If so, the next step can be taken which is to schedule the cargo into the scheduling. The whole inquiry process cost approximately 5 days for an average cargo, whereby the biggest part (∼60%) is filled by the engineering department, the smallest part (∼5%) by the operations depart-ment and the rest by the commerce departdepart-ment (∼35%).
3.1.3.
C
ARGO PROPERTIESMost of the cargo that needs to be transported have a lot of flexibility and restrictions in terms of scheduling. This has multiple causes, namely;
• The cargo can only be loaded within several days within a certain time window. Loading the cargo and preparations for loading (e.g. opening the hatches) needs to be done before a certain deadline, which is determined in advance by the client. There are two types of deadlines; soft and hard deadlines. Soft deadlines are set under the assumption that the deadline will be extended. The majority of the book-ings have hard deadlines leading to negative consequences when the deadlines are exceeded. After the loading of the cargo, the vessel can not directly leave the port, first the cargo needs to be secured ac-cording to the seafasteningplan. The securing can be done after the loading deadline that is set by the client, just like preparing the vessel for the sea voyage. Occasionally it can be more favourable to load a cargo early in the time window and discharge late in the time window, allowing the vessel to load or discharge the other cargo in between.
• The actual transit has two flexible variables, namely; the distance and the speed. The distance can be shortened by taking short cuts (e.g. canals) or expanded. Expanding the transit can be a consideration between time, safety, travelling expenses and the cost to take a short cut. This consideration can also be done for the speed.
• The discharging port has as well as the loading port a time window and a deadline in which the client (or a third party) will take over the cargo. In contrary to securing the cargo, the disengage of the cargo in the discharge port and the discharging of the load needs to be done be before the deadline. The retrieve of the hatches on board and disconnect the stabilisers can be done after the discharge deadline.
• Cargo cannot only be categorised on type but also on how to transit, as described in subsection 2.3.1. There are four types namely; dedicated vessel, want completion, direct sailing, and full ship. Some clients request the whole vessel, due to the reason that the cargo can not be damaged by other cargo or by being shifted to load of discharge other cargo. It can also be due to scheduling, by eliminating other parties that can delay the vessel, the vessel has less reasons for delay.
When all the inquiry constraints are determined, the commerce department can start scheduling the inquiry to determine if it can be incorporated in the current schedule. The scheduling is done manually because no commercial software is adequate for the job. They call it a "puzzle" and try to squeeze every extra cargo in by shifting bookings in the real time dynamic schedule which contain the booking of the coming four months. Due to inquiries and new or additional information, the commerce department is in most of the time occu-pied with this scheduling "puzzle". It is presumed that this type of scheduling is not the way to always achieve the most optimal schedule and furthermore it is time-consuming.
The currently performed bookings are fixed in the schedule, but the schedule needs to be rescheduled for every additional inquiry. So start with a schedule and try to find a better ’similar’ schedule. It is an improve-ment type schedule because vessels are exchangeable. For example; Customer A asks Jumbo to transport its cargo from A to B. Jumbo calculates that vessel A is the best option. Next, customer B makes contact for its cargo. When rescheduling it becomes clear that changing the vessel of customer A to customer B is more eco-nomical favourable. So vessel A is assigned to customer B and vessel B to customer A. The entire schedule, besides the currently performed bookings, needs to be rescheduled when an inquiry is to be added to the schedule or new information is provided by the customer. Due to this, the schedule changes daily, however, the bookings that are currently transported are not changed.
3.2.COLLECTION OF SCHEDULING DATA 23
When an inquiry is determined technical and scheduling feasible, it can be booked. This booking is then transferred to the operations department, who will arrange the booking to the last detail. Unfortunately, the work of the operations department is made challenging by the commerce departments. They work with a lot of predetermined parameters. This can be adjusted by using the flexibility of a booking as described earlier. However, this will improve the occupancy of the fleet since the scheduling can not be done by hand because the number of decision variables will increase enormously.
3.2.
COLLECTION OF SCHEDULING DATA
In this section, all relevant data is collected and organised to gain more knowledge of the scheduling process. There are two types of data collections that will be used; configuration data (subsection 3.2.3), like the ves-sel and ports, and the schedule input data (subsection 3.2.4). The performances of the analysed historical data are gathered in subsection 3.3.3. Nevertheless, first the data sources will be discussed for application in subsection 3.2.1 and for tools in subsection 3.2.2. Jumbo uses multiple types of applications and tools in their operations to organise, calculate, model and keep track of several processes. In the following paragraph, these data sources are described in more detail to gain more knowledge on what type of applications and tools are used and what type of information can be obtained to analyse and use as data sources.
3.2.1.
D
ATA FROM APPLICATIONSTo ensure everything runs smoothly, different departments use different applications to assist them in their process. Table B.3 can be found in the appendix and show the applications used within Jumbo. All these applications are commercial software. The table does not show every application (like Microsoft Office), but only the most relevant ones. Furthermore, pie-charts are created and presented in Figure B.5 in de appendix to give an idea how the applications are used per relevant department.
At the start of 2015 a research is conducted on loading optimisation of the vessel Fairplayer to replace the commercial tool Safetrans. Currently, the engineering department uses Safetrans to calculate the reacting forces. When the software and the tool were compared with different kinds of cargo, the tool reduced the welding and lasing (lashing straps) with 40% [25].
Parallel to this research another research is performed for helping the commerce department, namely to develop a routing tool with the goal to increase the automation of the current way of scheduling. More on this research can be found in subsection B.4.3 of the appendix.
3.2.2.
D
ATA FROMJ
UMBO DEVELOPED TOOLSParallel to the commercial applications used within Jumbo, Jumbo itself has developed additional (mainly excel) tools. Some are specifically used by one department and others are wildly spread over several depart-ments. The most relevant tools for this research are; the sailing schedule, the fuel schedule, and the daily planning report, which are described in the following paragraphs. Next to the named tool, the Statement of Fact, a statement that records all activities while a vessel is in a port, is also used to analyse the port visits and helped to map the time spent on specific activities. A more detailed description can be found in subsec-tion B.4.4. Although the Statement of Fact helped understand the time a vessel spend in a port it is excluded from the scope due to the fact it will cost to much time.
SAILING SCHEDULE
Every week a new sailing schedule is provided by the operations department of the coming four months (Figure B.9 in the appendix). The sailing schedule is just as the fuel schedule and the DPR, one of the non-commercial tools and is also built in excel. This sailing schedule is sent to the whole head office, the com-mercial offices around the world, the fleet and the external comcom-mercial agents. The information used in this schedule is provided by the document DPR and the persons of the operations department, port captains, and vessel captains. In the future, this sailing schedule will be replaced by the commercial tool, Primavera. Primavera is an advanced project planning and project management application which makes large-scale, multidisciplinary and multifaceted projects manageable.
24 3.ANALYSES OF THE CURRENT SCHEDULING PROCESS
The sailing schedule is described in more detail in section B.7 and consist of four sub schedules;
• Vessels
The sailing schedule examples in the figure are of the vessels; Jumbo Javelin and Fairpartner. The vessel schedules are divided into three parts; vessel specifics (top), estimated schedule (middle) and notes (bottom)
• Lifting equipment
This part of the sailing schedules provides information regarding lifting equipment, Yokohama fenders and loco grommets
• Jumbo Shipping contracting
The Jumbo shipping contracting is a list of not yet scheduled fixes
• Logistics
Bookings with land transportation when asked by the client.
This sailing schedule has its pro’s and cons. Originally, the sailing schedule was meant to only give fleet information on dates and locations. In the course of time, more information has been added to the sched-ule making it unclear and complex. However, information is also missing from the schedsched-ule, for example; whether a cargo is delayed or on time. Because of these reasons the schedule is unclear and complex and not used to it fullest.
FUEL SCHEDULE
The fuel schedules are an overview of the estimated fuel consumption of each vessel per power setting and draft. These schedules are used to calculate the fuel needed for the voyage. When it is multiplied with the fuel price the estimated bunker budget can be calculated. To give an idea of the order of magnitude, Table 3.2 shows the minimum and maximum values in the fuel schedule for the vessel Jumbo Jubilee. The idea behind the fuel schedule is to get more grip on the fuel use of the vessels by providing a clear overview of the fuel consumption for every vessel.
Table 3.2: Minimum and maximum values in the fuel schedule for the vessel Jumbo Jubilee
Power Setting Draft Trim Fuel Speed Use per nm Use per day [m] [cm] [tons/day] [kn] [kg/nm] [nm/day] 75% - 100% 5.8 - 8.1 -30 - -60 31.2 - 42.3 9.0 - 16.8 86 - 111 336 - 401
With the table the motor settings at the most favourable fuel consumption can be determined by following the next steps;
1. With the freight weight the draft, and trim can be determined with a rule of thumb [26]
2. With the distance, the estimated time of departure (ETD) and the estimated time of arrival (ETA), the average speed can be determined
3. The average speed, draft and trim determines the optimal power setting (on a 5% interval) and the corresponding fuel consumption
Every draft gives it own specific fuel consumption and speed. The draft and trim settings influence the fuel consumption the most. The fuel use at each power setting is the same because the engine gives a certain amount of power at that setting. Only the speed changes with the different drafts.
DAILY PLANNING REPORT
The daily planning report, also known as DPR, is sent around the company on a daily basis to monitor the fuel consumptions. The DPR is an Excel sheet where the crew of the K-type, J-type, and H-type vessels can report the progress, conditions and fuel consumption of the voyage. A daily control is needed to compare the performance of the vessel with estimations of the operations department. For the crew, it might be an extra trigger to pay attention to the fuel consumption(s). The DPR is filled in by humans which means that the data that is sent daily, still needs to be checked for any mistakes to increase accuracy and keep the data-base up to date.
3.2.COLLECTION OF SCHEDULING DATA 25
3.2.3.
C
ONFIGURATION SCHEDULING DATACertain data is needed to use in calculations or as constraints. In this part, the configuration data will be discussed and explained why it will be needed.
The specifications and capacities of the in scope vessels of Jumbo are presented in Table 3.3. These speci-fications and capacities will be translated into cargo constraints. The vessels capacities range from the total weight/ volume they can transport up to the maximum weight the cranes can lift.
Table 3.3: Specifications fleet Jumbo [14]
Class Name Dead weight Hold bale Free deck Max. speed Cranes Bunker travel [tonnes] [m3] space [m2] [kn] [tonnes] range [nm]
K Fairmaster 14000 21000 3250 16 2x1500 10800 Jumbo Kinetic 14000 21000 3250 16 2x1500 10800 J Fairpartner 13262 18030 3100 16.5 2x900 9000 Jumbo Jubilee 13017 18030 3100 16.5 2x900 9000 Fairplayer 10700 18030 3100 16.5 2x900 9000 Jumbo Javelin 10942 18030 3100 16.5 2x900 9000 H Fairlane 7051 10977 1500 15.7 2x400 11000 Jumbo Vision 6993 10977 1500 15.7 2x400 11000
Every vessel has its own fuel schedule, as described in subsection 3.2.2. In the paragraph 3.2.2 a concise table is given with the minimum and maximum values in the fuel schedules for the vessel Jumbo Jubilee. In the ta-bles B.6 up to B.8, that can be fount in the appendix B.5, all the speeds and corresponding fuel consumptions are presented for the vessels of the K-, J- and H-Types. The speeds and fuel consumptions are dependent on the power setting, draft and trim, where the draft, and trim depend on the size of the load, see table 3.4 and 3.5.
Table 3.4: Jumbo’s draft and trim determination table (J-types)
Draft Trim Load [t] Ballast [t] 5.8 -30 0 - 1000 0 - 1500 6.5 -30 1000 - 2000 1000 - 2000 7.5 -30 2000 - 3500 1000 - 2000 8.1 -60 3500 - 7000 1000 - 4000
Table 3.5: Jumbo’s draft and trim determination table (H-types)
Draft Trim Load [t] Ballast [t] 5.7 -30 0 - 1000 0 - 1500 6.6 -30 1000 - 2000 1000 - 2000 7.7 -60 2000 - 4500 1000 - 2000
Next to this data, distances between ports are needed to determine the routes. The current way to calculate these distances is to use the application Netpas with the relevant ports. The port constraints on the vessels are provided by the operations departments and are determined by the knowledge of the operations department or by a phone call to the port itself.
3.2.4.
R
EQUIRED SCHEDULING INPUT DATA OF FIXESIn this paragraph, schedule input data will be gathered which can be used in the follow-up of this research. The current "output" of the commerce department is the sailing schedule which is discussed in subsec-tion 3.2.2. The sailing schedules of week 20 up to week 27 of 2015 are analysed to gain more understanding of the process of scheduling and schedule updating of several cargoes. During this data collection these sailing schedules where the most recent sailing schedules. The choice of analysing the most recent sailing schedules is due to the composition of the fleet and the latest schedule improvements. The analysed sailing sched-ules per vessel can be found in the tables B.9 up to B.15 in the appendix B.6. Every week the composition of the fixes is different which is shown in Figure B.8 and shall be used as an input. How many and how these fixes are divided per vessel can be found in the tables 3.61and 3.7, where the numbers in Table 3.14 are the fix-numbers.
1The analyse of the sailing schedules of the vessel Fairmaster is missing due to the fact that the vessel is still under construction
26 3.ANALYSES OF THE CURRENT SCHEDULING PROCESS
Table 3.6: Number of fixes per sailing schedule per vessel
Week 20 Week 21 Week 22 Week 23 Week 24 Week 25 Week 26 Week 27
Jumbo Kinetic 3 3 3 3 4 3 4 4 Fairmaster 0 0 0 0 0 0 0 0 Fairpartner 2 3 3 3 4 4 4 3 Jumbo Jubilee 3 3 2 2 3 3 3 3 Fairplayer 2 1 1 1 1 1 1 1 Jumbo Javelin 2 2 2 2 2 2 2 2 Fairlane 2 3 3 3 3 3 2 2 Jumbo Vision 3 3 3 3 3 4 1 1 Total 16 17 16 16 16 19 16 16
Table 3.7: Divided fixes per vessel and per sailing schedules for week 20-27 [fix-number]
Week nr. Jumbo Kinetic Fairpartner Jumbo Jubilee Jumbo
Javelin Fairplayer Fairlane
Jumbo Vision 20 1926 1927 1907 1924 proj 1831 1908, 1928 1880 1863 1812 1915 1721 1832 1919 1905 1914 21 1926 1927 1907 1915 Offshore proj. 1929 1908, 1928 1880 1863, 1931 1812 1721 1831 1919 1905 1914 1832 22 1926 1927 1812 1915 Offshore proj. 1929 1908, 1928 1880 1863, 1931 1914 1721 1831 1919 1905 1832 23 1926 1927 1812 1915 Offshore proj. 1929 1908, 1928 1880 1863, 1931 1914 1721 1831 1919 1905 1832 24 1880, 1896 1863, 1931 1812 1915 Offshore proj. 1938 1908, 1928 1905 1721 1914 1936 1831 1919 1936 1916 1864 1832 25 1880, 1896 1863, 1931 1812 1915 Offshore proj. 1938 1908, 1928 1937 1720 1914 1936 1831 1919 1862 1940 1832 1905 26 1880, 1896 1863, 1931 1812 1915 Offshore proj. 1831 1919 1905 1720 1914 1936 1832 1916 1862 1940 27 1880, 1896 1863, 1931 1914 1915 1720 1831 1919 1905 1936 1940 1862 1832 1916 1937 2015.TEL.7979
3.2.COLLECTION OF SCHEDULING DATA 27
The input of the sailing schedule is a list of cargo and the location and time when the vessels are available. The locations and dates when the vessels are available for new booking can be found in the tables 3.8 and 3.9.
Table 3.8: Location and date per vessel when it is available per sailing schedules for week 20-27 (part 1)
Week nr. Jumbo Kinetic Fairmaster Fairpartner Jumbo Jubilee 20 Zhangzhou Zhangzhou Singapore Porto Marghera
15-05-2015 15-09-2015 08-05-2015 15-04-2015 21 Zhangzhou Zhangzhou Singapore Porto Marghera
15-05-2015 15-09-2015 08-05-2015 15-04-2015 22 Zhangzhou Zhangzhou Singapore Sohar
15-05-2015 15-09-2015 08-05-2015 26-05-2015 23 Zhangzhou Zhangzhou Singapore Sohar
15-05-2015 15-09-2015 08-05-2015 26-05-2015
24 Geoje Zhangzhou Tananger Sohar
05-06-2015 15-09-2015 08-06-2015 26-05-2015
25 Geoje Zhangzhou Tananger Sohar
05-06-2015 15-09-2015 08-06-2015 26-05-2015
26 Geoje Zhangzhou Tananger Sohar
05-06-2015 15-09-2015 08-06-2015 26-05-2015
27 Geoje Zhangzhou Tananger Brest
05-06-2015 15-09-2015 08-06-2015 26-06-2015
Table 3.9: Location and date per vessel when it is available per sailing schedules for week 20-27 (part 2)
Week nr. Jumbo Javelin Fairplayer Fairlane Jumbo Vision
20 Le Havre Batam Abidjan Rostock
09-05-2015 11-07-2015 04-05-2015 14-04-2015
21 Blaye Batam Abidjan Rostock
13-05-2015 11-07-2015 11-05-2015 14-04-2015
22 Blaye Batam Abidjan Rostock
13-05-2015 11-07-2015 11-05-2015 14-04-2015
23 Blaye Batam Abidjan Rostock
13-05-2015 24-06-2015 11-05-2015 14-04-2015
24 Blaye Singapore Dakar Rostock
13-05-2015 30-06-2015 05-06-2015 14-04-2015
25 Blaye Singapore Dakar Rostock
13-05-2015 30-06-2015 05-06-2015 14-04-2015 26 Blaye Singapore Tangiers Port Lafito 13-05-2015 27-06-2015 16-06-2015 16-06-2015
27 Blaye Batam Tangiers Port Lafito
13-05-2015 29-06-2015 16-06-2015 16-06-2015
The properties of the cargo scheduled in the sailing schedules of week 20-27 are presented in the Table 3.10. In this table abbreviations are used to type the transit, namely; Dedicated vessel [DV], Other cargo allowed [OC] and Direct Sailing [DS]. Another important influence aspect of the sailing schedules is the maintenance that needs to be performed on the vessels. The only type of maintenance present in the sailing schedules of week 20 - 27 are the wire inspections for all the vessels except the Fairmaster and an extra deep water winch inspection for the Jumbo Javelin, which is planned for the May 16t hto June 16t h. The deadlines for the wire inspections per vessel can be found in Table 3.17. Furthermore, the number of fixes per vessels schedule are summarised per sailing schedule in Table 3.14.
