We commit ourselves to maritime shipping digitalisation and value creations. While having a noble vision, we deliver practical offerings at low cost. ShipsFocus startups provide shipping market intelligence, research, digitalisation solutions, strategic consultancy, and port-services aggregation so our customers save cost and improve margin.
Maritime shipping is in a flux. Technological changes are putting pressure on businesses and people to adapt. While helping companies ride the digitalisation wave, ShipsFocus startups take lead in creating otherwise unavailable value-add products by leveraging on technological breakthroughs:
Our time-series (since 2003) freight data and quantitatively developed chemical freight indices continue to improve as we access ever wider network of data, sources, ever-enhancing data processing and modeling. Our next goal is to develop these indices based on a hedonic model.
Our comprehensive data include time-series freight rates, ship, cargo and trade volumes in chemicals, lubes, vegoils, indicators in freight, T/C rates and S&P prices and forecasts. These are designed and supported by a data management framework including a robust IT infrastructure.
Our tech applications include: Chartering & ops systems; ship tracking; voyage & DA management system; document automation & management; BI & dashboards; and continually developing products like PortView; Cargo+; Position+; Book-a-Launch; AGENSEE, etc.
Our services are organised based on the 3 core pillars of technology, intelligence and service. We leverage on the advent of advanced technologies, our domain expertise and intelligence in chemical shipping markets, with a customer-centric service attitude to deliver real values simply.
We want to share our knowledge about chemical shipping and the challenges and opportunities it faces. In this process, our current and future collaborators can know more about us and the business we are doing, and create more values together.
India’s shift in supplies from Middle East to NEA boosts the ISC/NEA trade. In 1Q – 3Q 2018, the NEA/ISC trade sared by 30% to 2.38 MMT as compared to 1.83 MMT in the same period last year, continuing the strong uptrend rcorded since start of 2017 despite some volatility.
Embracing disruption in shipping
James: 1) other bulk cargoes like oil, ore, or even container liners move in one direction, chemical cargo has more myriad ways of flows to/fro multiple ports and berths. 2) chemical cargo is not generic: there are hundreds of different types of cargoes and grades by multiple producers, users and traders involved. that leads us to: 3) the hardware: chemical ships have multiple segregations. voyage options and decisions for which cargoes to combine to where and how are much more varied, furthermore 4) while there may be some standardisations, many ships are built for specific needs. with this multiplicity of factors, optimal loadable quantity and performance of a ship can be a BIG VARIANCE. ironically, this also makes for an attraction and a low entry barrier into chemical ship operating as each operator believes in his one-upmanship within that big variance.
James: maritime shipping faces various issues, like in 1) HR: people with great skills and experience are aging and leaving the industry, while new ones are not catching up fast enough; 2) PR: constraints to improving its image as an industry that has a wide spectrum of jobs ranging from off-shore to land-based; 3) TALENTS: shipping lull in the last decade did not help in attracting talents; 4) 24/7 nature it’s hard to sell ‘work-life balance’; 5) SYSTEMS: experience, know-how and network within a knowledgeable person are not captured systematically over time.
Our role is to fill gaps, bridging 3 major gaps: (1) between the ‘Old’ and ‘New’, (2) more and better use of data (3) optimising the ‘variance’ and efficiency. there are not many people in this unique space, and on such pursuits. to make it work, we have to cater to this uniqueness, using our unique knowhow, experience and network.
James: I believe it’s my background as a ship-owner and operator. I was with Hanjin first in VLCC and then Aframax, then to Chemical Tankers. that gave me tremendous opportunities adjusting from one to another. there were so many varieties and details in high frequency I had to know and adjust to. i became sensitive to the uniqueness in Chemical shipping. coincidentally, Hanjin was undertaking a PROCESS INNOVATIONS initiative, and I was required to provide inputs for a chartering and operations system, including on how it should work. unfortunately, users had to work for the system when it was developed, not exactly a system i dreamed of.
James: mainly it’s people’s fixed mind-set that’s the biggest obstacle. people say they are busy, while tech can help, they are reluctant to adopt such change. it’s a chicken and egg issue. our strength is the ability to cater to the specific and minute details that make chemical shipping unique, and the network we’ve gained trust from previous roles we played as shipbrokers. we get better chances than the tech people to hear the pain points and thus introduce the right solutions.