This book highlights the main features of shipbuilding management which lead to successful completion of shipbuilding projects. A brief review of the market context for the industry, its historical development are given to explain how shipbuilding arrived at its current structure. First pre-production including design, planning, cost estimating, procurement of materials and sub-contracting. Then, the production sequence outlines part preparation, hull assembly and construction, outfitting and painting, testing and completion. The importance of human resources and management organisation are explained. Building a ship is a complex project, so the principles of project management are described, first in general terms and then with specific reference to their application in shipbuilding. Finally managing the progress of a shipbuilding project and achieving completion are emphasised.

Ship Management: Theory and Practice unpacks the complexity of this crucial maritime activity by spelling out its key elements and the connections and linkages between them. Opening with an introduction and an overview of the special characteristics of ship management, the text then focuses on different strands of management. It offers dedicated chapters on strategic management, commercial management, operations management, technical management, human resource management and compliance management, weaving in numerous international examples throughout. The final chapter looks to the future, exploring the challenges facing ship management and the impact of digitalisation. Ship Management: Theory and Practice is a valuable resource for upper-level students of shipping management and maritime operations and can also serve as a one-stop reference for researchers and industry practitioners.

A compendium of practical information vital to avoidance of unexpected problems during ship design, construction, repair and conversion based on thousands of professional interviews and other sources.

Warship Builders is the first scholarly study of the U.S. naval shipbuilding industry from the early 1920s to the end of World War II, when American shipyards produced the world's largest fleet that helped defeat the Axis powers in all corners of the globe. A colossal endeavor that absorbed billions and employed virtual armies of skilled workers, naval construction mobilized the nation's leading industrial enterprises in the shipbuilding, engineering, and steel industries to deliver warships whose technical complexity dwarfed that of any other weapons platform. Based on systematic comparisons with British, Japanese, and German naval construction, Thomas Heinrich pinpoints the distinct features of American shipbuilding methods, technology development, and management practices that enabled U.S. yards to vastly outproduce their foreign counterparts. Throughout the book, comparative analyses reveal differences and similarities in American, British, Japanese, and German naval construction. Heinrich shows that U.S. and German shipyards introduced electric arc welding and prefabrication methods to a far greater extent than their British and Japanese counterparts between the wars, laying the groundwork for their impressive production records in World War II. While the American and Japanese navies relied heavily on government-owned navy yards, the British and German navies had most of their combatants built in corporately-owned yards, contradicting the widespread notion that only U.S. industrial mobilization depended on private enterprise. Lastly, the U.S. government's investments into shipbuilding facilities in both private and government-owned shipyards dwarfed the sums British, Japanese, and German counterparts expended. This enabled American builders to deliver a vast fleet that played a pivotal role in global naval combat.