Dry Docking Manager

Job Responsibilities

• Inspection and assessment of vessels due for docking which includes timely physical inspection and assessment of assigned vessels in accordance with the Group docking procedure. Inspection includes assessment of technical and material condition of all vessel systems detailing defects peculiar to each marine asset. Deliverable: Vessel Technical Assessment Report (Pre-docking)

• Preparation of repair and bidding specifications and budget: Detailed bid specification/s will be prepared for assigned dockings for each vessel. Specification should be sufficiently detailed to address generic docking scope, main and auxiliary equipment overhauls, recertification of LSA/FFA and all known and identified defects from vessel inspection and assessment.

• Rolling forecast budget for each CAPEX Project to be built a year in advance of the docking followed by CAPEX Request 6 months ahead of the docking. Deliverables: Detailed Repair Specification, CAPEX Rolling Forecast Budget, CAPEX Request

• Assessment of docking bids and recommendations: Assess the suitability of various dockyards. The assessment will take place in accordance to Group and Regional guidelines and the report will be the basis for docking decisions. Collected docking proposals will be analysed for completeness, accuracy and responsiveness and based on the collected data a recommendation will be made. Analysis will address price, mobilization, prior experience and other factors considered critical to success. Deliverables: Shipyard audit report, Price analysis for shortlisted docking options, Recommendation for shipyard option

• Dry docking management: Manage all dry dockings from start to finish (i.e. initiating, planning, executing, controlling, and reconciliation) organizing its resources in the most effective way and working together with key stake holders such as Regional Procurement, Contract Managers and Technical Managers. Project plan for each docking to be prepared which includes all work packages identified from the repair specification and identifies their interdependencies. Ensure the dry docking are executed in alignment with the DD Budget and on time following DD planning and executing guidelines.

• Performance of docking and repair: Dockings require the full-time attendance of the assigned Docking Superintendent and in cases the incumbent itself. Attendance means supervision of the work of the shipyard, shipyard sub-contractors, owner’s sub-contractors, vessel’s crew and other attending staff and technicians. Daily progress and weekly financial reporting are required as is regular updates of schedule and identification of both negative and positive occurrences. Variations in docking scope to be documented and approvals sought from relevant stakeholders. Effective liaison with Class and Flag authorities for completion of surveys and recertification. Deliverables: Daily production meetings with shipyard, contractors and crew – MoM to be recorded, Daily technical downtime report to be prepared and sent to relevant stakeholders, Weekly progress tracking vs Project plan, Weekly cost reports through cost tracker, Variation order requests for budget deviations, Variation order tracking, Sea Trial Report, Bollard Pull Report

• Preparation of docking report: Completion of the docking process requires the issuance of a formal written docking report in accordance with the requirements of the Group and Region. Report is to address all major elements of the docking and is to be provided to the Region, the Country and the Vessel. Deliverables: Final docking report, Service reports from shipyard and contractors in attendance, QA QC Dossier from shipyard, Revalidated Class certificates and equipment testing certificates

• Performance of post-docking lessons-learned conference and resulting analysis: Docking report forms the basis for a post-docking “lessons-learned” conference. Conference is to review all elements of the docking process for the inspection through the redelivery with all involved parties and will result in formal lessons learned which will be used to improve the docking process. Deliverable: Summary of lessons learned and presentation to internal stakeholders, Safety & Operations, Enforce the Company Health, Safety, Environment and Quality policy to employees, contractors and other stakeholders during every docking project. Deliverables: Daily toolbox talk with crew to be recorded, Risk Assessment for non-generic jobs, Permit to Work

• Purchasing, Logistics and Administration: Formulating list of spares, stores and services required for executing each element of the docking, 6 months in advance of docking commencement. Coordinate and oversee the purchasing requirements for dockings complying with the levels of authority and Contract Manager’s sign off as well as ensuring transparency interface with the finance function. Liaising with procurement team and local agency to ensure timely and cost-effective delivery of spares required for project execution. Deliverables: Purchase Requisitions and Orders, Service Requisition and Orders, Shipyard Repair Contract

• Major repairs/Unplanned dockings/Major upgrades: From time to time the Docking Superintendent may be called upon to respond to major casualties, repairs or upgrades. In such cases the event will be treated as a docking and the elements outlined above will be invoked.

• Multiple simultaneous projects: During periods of high docking volumes, docking supervision contractors to be hired to cope with the increased demand. Competent contractors with competitive day rates to be interviewed and mentored in order to complete docking projects in line with requirements stated above.