The Maritime Security Management System: Perceptions of the International Shipping Community

Abstract

This paper presents the findings of a research project on the Maritime Security Management System (MSMS) conducted at the Australian Maritime College (AMC) in 2005–2006. The main objectives of this study are to identify key shore-based and near shore activities associated with maritime operations that are currently not covered by the International Ship and Port Facility Security Code and players involved in these activities; to explore and analyse important relationships among them, which can affect the management of security; to investigate the key criteria of a good/effective security management system; to explore the perceived effectiveness of some major aspects of security activities in a MSMS; and to identify the perceived importance of essential elements in a MSMS. Based on this identification and analysis, essential inputs that should be included in the curriculum of maritime universities and training institutions are proposed. This study applies a two-stage methodological approach, in which a focus group discussion is utilised first to explore the initial ideas from maritime experts, followed by a mail survey to reflect the perceptions of the international shipping community. The findings of this study provide essential insights to the formulation of such a global MSMS for the sake of safer and more efficient maritime transport. Maritime Economics & Logistics (2007) 9, 119–137. doi:10.1057/palgrave.mel.9100175

Employee Health and Safety Practices: An Exploratory and Comparative Study of the Shipping and Manufacturing Industries in Ghana

“…This finding confirms the statement by Canals et al, (2001); Thai and Grewal (2007); and Goodchild and Mohan (2008) that the shipping industry tend to have effective health and safety initiatives as a requirement for bidding contract from the oil and gas and the mining companies. The qualitative results further revealed that, these health and safety initiatives in the industries were underpinned by corporate social responsibility practices such as the need to maximize shareholder value and dividends and to increase employees productive capabilities which is also consistent with the findings of Mossink (2000); Zwetsloot and Pot (2004); Haefeli et al (2005); Loeppke et al (2007);and Homqvist et al (2009).…”

“…A study by Wynn (2007) suggested that setting aggressive multi-year improvement goals for health and safety performance and holding business managers accountable for achieving progress and improvement in ergonomics can bring tremendous change in employee health and safety management practices. Further, Vassie and Lucas (2001), Li and Cullinane (2003), Canals et al, (2001), Thai and Grewal (2007), and Goodchild and Mohan (2008) investigating health and safety initiatives found that health and safety initiatives such as setting communication channels, measuring a company's health and safety objectives, ensuirng employee participation and empowerment and conducting risk assessment; medical assistance on board ships and coastal preventive services for maritime workers, clean truck programme, maritime risk management and maritime safety regulation, and safer and efficient maritime transportation have worked effectively for the shipping industry.…”

Modeling the effects of port disasters

“…The resulting higher costs associated with the long-term single and multiple port shutdown scenarios endorse the need for network-wide disaster planning capabilities supported by DSSs like that presented here. The results also underscore the importance of coordinated disaster response planning across the historically uncoordinated network of ports and other operational maritime stakeholders (Psaraftis, 2005;Thai and Grewal, 2007). Without the capability to analyze network-wide impacts of maritime disasters, ports, shippers, carriers and other stakeholders would react to disruptions with uncoordinated and uninformed planning, leading to greater confusion, poor use of available capacity, longer delays and higher costs.…”

Impacts of Implementation of the Effective Maritime Security Management Model (EMSMM) on Organizational Performance of Shipping Companies

“…In the academic literature, the most commonly mentioned management approaches include risk management (Thai and Grewal, 2007;Thai, 2009;Gould, et al, 2010), quality management (Thai and Grewal, 2007;Thai, 2009Thai, , 2013Hintsa, et al, 2009;Gould, et al, 2010;Urciuoli, et al, 2010), business continuity management (Gutiérrez, 2007;Thai, 2009;Gould, et al, 2010;Nevrous, 2010), disaster management (Macdonald and Corsi, 2013), crisis management (Gutiérrez, 2007), layered approach (Bichou et al, 2014;Urciuoli et al, 2010), and total security management. Based on the listed approaches, number frameworks were introduced in the area of maritime and supply chain security management.…”

“…Based on the listed approaches, number frameworks were introduced in the area of maritime and supply chain security management. Among them are the supply chain security management model (SCSMM) developed by Gutiérrez (2007), the framework for supply chain security management (FSCSM) proposed by Closs et al (2008), the conceptual models of effective maritime security (CMEMS) introduced by Thai (2009), and the maritime security management system (MSMS) proposed by Thai and Grewal (2007). With a detailed consideration of these frameworks, a list of essential criteria for EMSMM was introduced in the study of Sadovaya and Thai (2014).…”