The maritime and offshore industries are undergoing a rapid transformation driven by digital tools, environmental priorities, and closer cooperation, reshaping procurement and logistics at sea.
The maritime and offshore sectors are in the midst of a fundamental shift, driven by digital tools, environmental priorities and closer commercial cooperation. Specialists from RS Group , Gorm Bradshaw, Kate Bradshaw and Dave van der Stel , say the company’s work with shipowner...
Continue Reading This Article
Enjoy this article as well as all of our content, including reports, news, tips and more.
By registering or signing into your SRM Today account, you agree to SRM Today's Terms of Use and consent to the processing of your personal information as described in our Privacy Policy.
s and operators illustrates how those forces are reshaping procurement, logistics and lifecycle management at sea.
Where purchasing was once governed by episodic RFQs and local agents, buyers now turn to online catalogues and technical data to make faster decisions. As Kate Bradshaw observes, “We are seeing a huge shift in buyer behaviour and global reach of product requirement; vessels now send fewer RFQs because data is available online to the end user and the vessel directly.” That direct digital link reduces intermediaries and speeds problem resolution, enabling suppliers to support crews and on-board technicians in near real time.
Rapid fulfilment remains a non-negotiable operational need. A callout from a vessel with only a few hours alongside can translate into very large commercial losses, and availability is therefore a competitive advantage. “We are able to deliver within 24 hours. If you order online, it goes straight into our system, you will receive your confirmation within minutes and it will ship express overnight,” Gorm Bradshaw says, describing how global logistics networks are coordinated to meet tight port windows. Van der Stel adds that long-standing rivals and local vendors increasingly cooperate to place quality parts on board, reflecting the industry’s shift from transactional buying to collaborative supply chains.
That evolution extends beyond faster deliveries. RS characterises its role as anticipatory , working with customers to map maintenance cycles, forecast part requirements and plan for upcoming port calls so that critical spares and certified materials arrive on time. The approach demands transparency across product data, export compliance and certificates so operators can trust both provenance and performance.
Environmental imperatives are altering procurement choices as much as operational practices. Sustainability dominated discussions at the International Marine Purchasing Association fair in Singapore, where emissions reduction, responsible sourcing and hazardous-materials management were prominent themes. According to Gorm Bradshaw, vessel owners are actively seeking greener options: “Customers are not just open to sustainable options, they are actively chasing them. They want suppliers who can guide them towards greener solutions.” RS’s Better World Products range, launched around 18 months ago, is an example of a supplier-curated selection aimed at balancing environmental credentials with availability and technical suitability.
Those industry concerns are mirrored in broader policy and research findings. The Australian Maritime Safety Authority highlights digitalisation initiatives such as harmonised data exchange, high-speed connectivity and cybersecurity as building blocks for safer and more efficient operations, and it supports integration of autonomous systems and simplified regulatory reporting through Maritime Single Window programmes. An OECD review points to digital tools and operational optimisation , including Just-in-Time arrivals , as delivering measurable fuel savings and improved port productivity, while collaborative corridors between ports are cited as enablers of decarbonisation.
Yet digital adoption is uneven and not without friction. A Wärtsilä study found that while a clear majority recognise the value of new technologies, many shipowners struggle with retrofitting legacy assets and some remain resistant to change. Industry commentators emphasise the need for coordinated action: digital transformation requires interoperability, workforce skills, and agreed standards to unlock anticipated benefits. At the same time, trade publications reported rapid advances in AI, digital twins and connectivity during 2024, with operators deploying predictive maintenance and voyage-optimisation tools to cut fuel use and lower emissions.
Looking ahead, several observers expect technology uptake to accelerate. The Smart Ship Hub forecasts 2026 as a potential tipping point for widespread digitalisation across fleets and maritime value chains, driven by demand for clear return on investment, enterprise-grade analytics and real-time decision support. Academic and philanthropic initiatives are also stepping in to guide a safe transition; a Lloyd’s Register Foundation-funded network aims to research and train for inclusive, evidence-based digital change in shipping.
Despite economic headwinds and geopolitical uncertainty, seaborne trade remains central to global commerce , roughly four fifths of goods move by sea , and that continuity underpins investment in both resilience and innovation. “You can shut the world down, but the vessels are still going to sail,” Kate Bradshaw notes, underlining the sector’s durability. For suppliers and service providers, the challenge is to remain agile: combining fast, reliable logistics with verified data, greener product options and the collaborative mindset needed to keep ships moving efficiently while meeting tightening environmental and regulatory expectations.
Source: Noah Wire Services
