Shipmanagement ought to be a verb, not a noun

It’s time to see shipmanagement as a verb, not a noun—it should be viewed as a dynamic, ever-evolving field rather than a static industry.

As efficiency, automation, and AI shape the future of shipmanagement, it is crucial to recognise that shipmanagement is more than just a sector within the maritime industry—it is an active service that demands expertise, human intelligence, and a tailored approach. To optimise it, we must shift away from a ‘one size fits all’ mindset and embrace a model that mirrors the personalised approach of ship owners.

Traditionally, shipmanagement has been seen as an industry driven by standardised solutions designed to streamline operations and reduce costs. However, this approach is fundamentally flawed. True shipmanagement requires active engagement, hands-on decision-making, and meticulous attention to vessel operations. It is not merely a business model but an ongoing process that demands knowledge, dedication, and a commitment to excellence.

Consider a seasoned maritime professional who knows every detail of the vessels under his care. He does not simply oversee shipmanagement as an abstract function; he is deeply involved at every level, understanding each nut, bolt, and coil of rope on every ship. This level of engagement distinguishes effective shipmanagement from passive oversight. The industry must adopt this mindset to deliver real value to ship owners.

One of the biggest challenges today is the increasing reliance on technology at the expense of human intelligence. AI and automation play a vital role, offering powerful tools for data analysis, predictive maintenance, and operational efficiency. However, their effectiveness depends on the expertise behind them. Without skilled maritime professionals interpreting data, making informed decisions, and adapting to ever-changing conditions, AI is ineffective. Technology should support, not replace, the invaluable knowledge and experience of seafarers.

At Columbia Group, we prioritise our people, recognising that their expertise is just as vital to the future of shipping as the technological advancements reshaping the industry.

Furthermore, shipmanagement should not be a standardised service. It must go beyond offering generic packages to truly understanding each client’s unique needs. A well-optimised approach is flexible, tailored, and built on strong partnerships. This requires moving past basic pricing and service models in favour of customised solutions that meet the specific demands of individual owners and operators.

At its core, shipmanagement must be about integration. The industry needs to move beyond traditional third-party and second-party management structures and adopt a holistic approach that combines maritime logistics, energy, and leisure services. Shipmanagers should not operate as distant service providers but as integrated partners, working closely with owners to maximise performance, cost efficiency, and sustainability. This shift will ensure that ship management remains a proactive practice rather than a passive service offering.

Ultimately, shipmanagement must evolve beyond conventional thinking. It must be recognised as a service that is both dynamic and deeply personal—one where human expertise and technological innovation work in harmony. The future of the industry depends on a model that emphasises customisation, partnership, and continuous engagement. Only by adopting this approach can we truly optimise shipmanagement as an active and ongoing process, creating lasting value for owners and operators alike.

The evolution of shipmanagement requires rethinking the role of managers, operators, and technology. This means fostering close relationships with shipowners, understanding their individual needs, and delivering value through expertise, precision, and the strategic use of technology. By treating shipmanagement as a verb—an active and ongoing process—the industry can drive meaningful improvements in efficiency, service quality, and operational success.