René Kofod-Olsen, the CEO of V., writes for Splash today.
Everything everywhere all at once. It’s not just the name of an Oscar-winning film but it’s also a fitting way to describe the state of the shipping industry today. On one hand, we’re grappling with unprecedented complexity, from geopolitical uncertainty and tightening regulations to market fluctuations and urgent environmental challenges. At the same time, we’re also seeing innovation at breakneck speeds, digitalisation at scale, cross-industry collaboration and new operational strategies transform the sector, paving the way for a more efficient and sustainable future.
Historically, shipowners have managed their operations in-house and steered clear of outsourcing. But in today’s landscape, that operating model is becoming harder to sustain. Managing modern shipping operations now requires navigating multiple domains simultaneously – regulatory compliance, technological innovation, sustainability initiatives, and market volatility – creating a burden that stretches even well-resourced organisations thin.
With only 16% of vessels currently under third-party management, many companies lack the scale or broad perspective needed to navigate these interconnected challenges. When these challenges and their impacts are global, shipping companies have to be able to take a similarly global view. The industry stands at a crossroads where strategic collaboration may offer a path to operational excellence and resilience.
Professional ship managers bring the expertise, resources and global networks needed to address these challenges effectively. With dedicated departments focused on regulatory compliance, technological innovation and operational excellence, the right partner can offer vessel owners a proven alternative to managing these complex requirements in-house. Shipmanagers’ ability to distribute costs across multiple clients while leveraging economies of scale creates both the efficiency and expertise that individual owners often struggle to match independently.
However, successful partnerships are built on more than good intentions – they require rigorous evaluation and selection. If they are to possibly meet the complexities of today’s maritime landscape, vessel owners seeking collaborative solutions must find partners who demonstrate consistent reliability, relevant experience, operational transparency and measurable results. These essential attributes not only distinguish capable maritime service providers but also ensure that the strategic collaborations – increasingly vital in our complex global environment – can deliver genuine value and lasting resilience for all stakeholders involved
Take, for example, the rising cost of non-compliance with environmental regulations. EU ETS, FuelEU Maritime, CII, and EEXI – all aimed at accelerating shipping’s decarbonisation – create a complex web of compliance requirements that demands sophisticated monitoring, reporting, and verification systems. With compliance stakes higher than ever, the expertise of professional shipmanagers is more valuable than ever.
Shipmanagers can leverage their dedicated teams and technologies to provide what individual owners often cannot – a comprehensive, industry-wide perspective that anticipates regulatory shifts, identifies emerging compliance patterns, and implements solutions that keep vessels ahead of evolving standards rather than perpetually racing to catch up.
Meanwhile, digital transformation has reached a critical point. Advanced fleet management, predictive maintenance, and AI-driven analytics are now essential to modern vessel operations. But these require significant investment – not just in technology, but in the expertise needed to implement and integrate them effectively. Again, scale is an advantage: ship managers can deploy these investments across larger fleets, creating a powerful data flywheel effect – where more vessels generate richer datasets, which improve algorithms, which deliver better insights, which attract more vessels. This virtuous cycle creates a cohesive digital ecosystem that captures the full operational picture – connecting data points across operations, maintenance, crew management and procurement that would otherwise remain isolated.
The mounting operational complexity of modern shipping also directly impacts the human element at the heart of maritime operations. As vessels, regulations, and systems grow more intricate, effective crew retention, engagement and management can no longer be an afterthought. Experienced crewmembers have never been more valuable, or more difficult to retain. According to a DNV study, 81% of seafarers surveyed indicated they required partial or complete training to work with the advanced technologies entering their workplace.
Professional managers can not only provide this essential training but also offer structured career pathways, access to state-of-the-art training facilities, and robust welfare programmes that allow seafarers to focus on their core responsibilities, delivering safe and efficient operations amid escalating complexity.
The best shipmanagers are not just service providers – they are integrated partners. The siloed approach of the past, where technical, commercial, and operational decisions were made independently, no longer works. This shift isn’t just about cost, it’s about agility, resilience, and long-term success. The ability to consolidate services – from handling compliance to optimising procurement, from managing crew training to implementing new technologies – under a single partner offers vessel owners significant operational and strategic advantages in today’s complex maritime environment.
More shipowners are recognising that professional managers do not reduce control. Rather, they enhance it, providing better oversight and fully connected services, spanning technical and crew management, compliance, crew welfare, procurement, technical services, insurance, digital technologies, and advisory services – all in an integrated platform to the benefit of their clients. The real question isn’t whether to outsource, but how quickly owners will adapt to the new reality and tilt the scale between challenge and opportunity in their favour. Those who act now, leveraging specialist expertise, integrated digital systems, and economies of scale, will be best positioned to thrive in an increasingly complex world.
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