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Profitability in fishing companies depends to a large extent on productivity by vessel type and efficiency in the operation of dockside processes, regardless of the natural conditions at sea.
These companies must efficiently manage their fleet to obtain the best profitability on each trip and take advantage of the synergies between them to support the achievement of the desired catch. Their processes must be integrated in such a way as to reduce costs, optimize resources and maximize the time at sea of their vessels to maximize their profits.
Among the key processes to control and manage are: planning and budgeting, navigation and fishing management, reception and preparation of the vessel at the dock, vessel maintenance, purchasing and supply.
• Budget generation and consensus model.
• Expense and cost budget based on sales and maintenance budget.
• Dock operations planning.
• Policies for securing and negotiating the product sales price.
• Forecast of the tons estimated to be fished.
• Simulation of income based on an estimate of the sale price.
• Improved cash flow planning.
• Improved coordination between fleet, dock and administration.
• Centralized buoy control and management model.
• Tool for better control, monitoring and management of fleet activities.
• Measurement of fishing days at sea.
• Control of inputs (fuel, food and medicine).
• Improved control and location of buoys.
• Improved decision-making regarding fishing routes.
• Increased productivity and efficiency of vessels.
• Inventory control and consumption of the main inputs and materials.
• Purchasing model for materials, spare parts and services.
• Purchasing management tools.
• Negotiation model with suppliers.
• Supplier evaluation.
• Model of stay at the dock of the boats (unload).
• Chronogram of activities prior to arrival at the dock.
• Operational coordination of dock work (provisioning).
• Floor control and active supervision model (formats, controls and indicators).
• Improved efficiency during time docked.
• Clarification of functions in the operation.
• Increased productivity of dock operators.
• Increased compliance with expected departure time.
• Major and minor maintenance planning for fleet and vessels (closed maintenance).
• Preventive and corrective maintenance management model.
• Control of critical equipment and spare parts.
• Failure logbook for critical equipment.
Improved maintenance response times.
Reducing the length of stay of vessels in dock.
Improved availability of fleet equipment in the vessels.
Increased mechanical productivity.
“During the project developed jointly with London Consulting Group, culture, processes and management systems of the organization were strengthened (...). The project concluded exceeding our expectations.”
General Manager Marbelize
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