Summary Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay The case would highlight the e-Procurement procedures in the shipping industry where I have been working since 1996. Having experienced the transition from conventional industrial methods to the latest e-Procurement technology, I would present the in-depth analysis of the same. Currently on board ships we use custom software tools such as SHIPSERV to order ship stores and spare parts. IMPA (International Marine Purchasing Association) and ISSA (International Ship Suppliers and Services Association) provide standard coding of all stores for use in the marine industry. With state-of-the-art Inmarsat broadband communication systems on ships almost everywhere in the Ocean world and in all weather conditions we upload our requests to the head office server and after approval the warehouses/spare parts are arranged in the next port or during transit or even via helicopters depending on the urgency. Organization and industrial background Anglo-Eastern has worked alongside shipowners and their customers for over 40 years, driven by their passion for the maritime industry. They are committed and committed to all areas of ship management, crew management and technical services for all types and sizes of vessels. They currently hold over 600 ocean-going vessels under their management. Anglo-Eastern operates globally, with headquarters in Mumbai and Hong Kong and more than 25 locations across Asia-Pacific, Europe and the Americas. Each ship will have an average monthly budget of USD 1,65,000 (approximately INR 11.2 million) of which USD 50,000 (INR 34 Lakh) would be allocated monthly for items such as stores, stores and spare parts. We are now looking at a monthly expenditure of 34 lakh x 600 ships trying to procure the necessary supplies to run the ships. In order to simplify the entire process, from the request made on board the vessel to the final delivery on board, Anglo Eastern has collaborated with ShipServ to launch the e-Procurement system on board the entire fleet. Requests on board ships are prepared on the ShipServ module by various department heads and the Captain after review transmits to the head office using satellite link. Immediate recognition is received and further follow up is done by the ship's superintendent at the end of the office. ShipServ was founded in 1999, ShipServ is the world's largest procurement platform for the maritime industry, including the offshore oil and gas sectors, with current annual trade worth $3.5 billion from over 200 purchasing companies, operating 9,000 vessels and trading with over 68,000 suppliers in over 100 countries worldwide. The ShipServ proposition is simple. It helps marine buyers easily find the best suppliers, trade efficiently and build trusted relationships. Buyers speed up the purchasing process and save money. Suppliers serve their customers better and find new customers and markets. Setting the stage Traditionally, it has been a transactional function not considered a value center for the company. Many of its processes are administrative such as purchase order management, invoice reconciliation and payment tracking. Primitive versions of predictive analytics that used unstructured data are being replaced with advanced versions used to predict spend and compare performance. The change in mentality is evident. The previous implementation of the systeme-Procurement on board ship purchasing departments says cycle times are too slow, procurement costs are too high, processes are plagued by errors and a lack of reliable data means it is difficult to make strategic decisions. decisions.Model to promote the use and application of shipboard dataShip Data Center Co., Ltd. provides consolidated management of ship operational data and establishes a system for providing data, aiming to promote the use and the application of data. Its objectives are to contribute to the international shipping and maritime industries and create new businesses by strengthening the IT foundations of maritime clusters through promoting the use and application of data. Case Description As marine procurement takes a more strategic approach, the role of technology is becoming more prevalent. Data is at the heart of this. But, with so much data being produced, it's difficult to gain insights and find solutions without knowing where to look or having the necessary expertise. Many shipping giants have already launched onboard data transmission and accumulation for ships operated in cooperation with Ship Data Center Co. Ltd, Tokyo, which is a wholly owned subsidiary of Nippon Kaiji Kyokai (ClassNK). Anglo Eastern has continuously worked to create an environment that enables the collection of big data on board its managed vessels and the sharing of data information between ship and shore in real time using maritime broadband service. Based on onboard big data analysis, Anglo-Eastern also aims to build a comprehensive ship operation support network, which will improve operational safety, reduce the environmental impact of ships, make ship operations more economical, will improve ship management and promote high quality training and education for seafarers. Anglo-Eastern will transport big data acquired from managed ships on board to the Ship Data Centre, where it will be accumulated for the benefit of the entire maritime cluster. They believe that supporting this effort will promote innovation across the maritime cluster, including marine supply manufacturers, shipyards, ship classes, companies, universities and research institutes. With the aim of becoming the world leader in safe operations, the entire Anglo-Eastern Group, on land and sea, is united to proactively develop and introduce technologies that will contribute to safe and reliable operation and build and maintain trust of valuable customers. Furthermore, as the world's leading shipping company, Anglo-Eastern takes a proactive stance in its efforts to promote the continued growth of the shipping industry. What has changed? e-Procurement ship management software helps ship owners and managers reduce OPEX costs by: Digitizing their procurement process: removing emailed PDFs, excelling, rewriting and replacing all that chaos with a single link between them and ShipServ . ShipServ ensures that we connect with 100% of their suppliers. The end result is that buyers see all of their procurement transactions enter and exit, electronically, from their existing procurement system. This typically improves procurement productivity by 30%. Improved data Access to a variety of spend benchmarking tools to identify where savings can be made Supplier performance reporting to improve the outcomes of your conversations with key suppliers Automate the procurement process Transform the manual process into an electronic and efficient one Maintain your system of existing supply Improve productivity typically by 30% Analyze andcompare your spend: exclusive tools Over 200 buyers operating close to 10,000 vessels trade using ShipServ today All suppliers can trade for FREE on ShipServ. This ensures that buyers have the ability to automate their entire supply chain and is one of the reasons why over 200 ship owners and managers have chosen to implement e-procurement on board their vessels Maximize brand exposure Manage and control the brand Improve quote efficiency Problem statementThere is a problem with data quality in maritime organizations - a big problem. Data is generated continuously, but because it is poorly structured or poorly managed it is inaccurate, incomplete or full of errors. Duplicate information appears between systems or has no relationship to associated fields in the software system. In other words, this is dirty data. The problem is industry-wide and common in the procurement profession. Critical information: industry benchmarking, supplier performance, and cost analysis, for example, can be difficult to find. Getting insights from data, from which value is derived, is a long and laborious process. The problem affects the strategy. Because there is no standard way to name products in the maritime supply chain, it is difficult to identify what to buy or with whom. Categories become fragmented, transactional spend is high, and contractual spend is fragmented. In fact, it is indicative of a trend. In a recent survey, one respondent told ShipServ they didn't have the data to produce meaningful reports. This was further supported by 78% who said they would like to increase their contract fees, but that the data was unable to do so. If that wasn't enough, a further 69% of respondents said they would like to consolidate their spending with fewer suppliers than they currently use, but in the majority of cases (60%) they were unable to report savings achieved in all areas of spending due to inadequate data and reporting tools. The survey results confirmed the comments: 72% of respondents could not track how much they spent. This lack of visibility extended to the categories, brands, types of products and suppliers used. The same 72% said they couldn't quickly identify where they were delivering orders, what equipment they had purchased, or what brands and products they had in each office. or the vessel purchased. Shipping is a traditional industry and tradition makes change difficult. It is worth remembering that less than 30 years ago ships used telexes to send requisitions ashore. The shift from a transactional to a strategic, data-driven approach will encounter resistance. Strategy for Change Every organization generates large amounts of data. The fact that data has not been a problem for companies, the problem is that looking to the future of the procurement profession will draw heavily on the insights gained from data in a way that makes it useful. Outside of the maritime industry, the new wave of analytics tools allow procurement departments to visualize their data in a meaningful way. Businesses can combine insights from data and unstructured information to respond to customer and market demand more quickly and efficiently. To date, the adoption of strategic sourcing models in the maritime sector is low. Some recognize the importance of leveraging data, but the vast majority still need to be convinced of its effectiveness. The issue is predominantly cultural. In one sector.