Custom Software for Marine & Maritime Operations in Dubai

Calendar-based maintenance says "service the main engine every 6 months." But a vessel trading actively accumulates running hours faster than one in intermittent service. Running-hour-based scheduling triggers maintenance when the machinery actually needs it - at 4,000 hours, at 8,000 hours, at 16,000 hours. The system tracks actual running hours per machine (from engine monitoring systems or manual daily logs) and calculates when each task is due. A vessel running 20 hours/day reaches its 4,000-hour service in 200 days. A vessel running 8 hours/day reaches it in 500 days. Calendar-based maintenance would over-maintain one and under-maintain the other.

Every vessel has a survey cycle - annual, intermediate, and special surveys with classification societies like DNV or Lloyd's. Each survey has requirements - specific systems must be inspected, tested, and certified. The platform maps every requirement to a preparation task, assigns it a deadline relative to the survey date, and tracks completion. Deficiencies from previous surveys are connected - if the class surveyor noted a corrosion issue last time, the rectification work appears in the maintenance schedule, is tracked to completion, and the documentation is ready for the surveyor to verify. The fleet manager sees readiness percentage per vessel, and prepares the vessel gradually over 6-12 months - not in the 60 days before the survey window.

Every STCW certificate - officer competency, safety training, medical fitness - has an expiry date. When a crew member's certificate expires, they cannot legally serve in that capacity. The system sends alerts at 90, 60, and 30 days before expiry. If renewal is not initiated, the crew manager is escalated. At expiry, the crew member is automatically blocked from vessel assignment for that role. The relief planning module shows who can replace them - filtered by certification, vessel type endorsement, and availability. For a fleet of 42 vessels with 186 crew on varying rotation cycles, this prevents the scenario where a chief engineer arrives for rotation but his certificate expired while he was on leave.

Each vessel has a spare parts catalogue linked to its equipment list. Critical spares - those that would cause operational disruption if unavailable - have minimum stock levels. When a maintenance job is completed, parts consumed are logged against the job. Stock levels update automatically. When stock drops below minimum, a procurement request is generated with the part specification, preferred supplier, and lead time. For multi-vessel fleets, central procurement can see stock across all vessels - a spare available on one vessel that is surplus can be transferred to another where it is needed. This eliminates the emergency procurement scenario where a critical spare is sourced at port at three times the normal cost.

AMOS and TM Master are comprehensive enterprise maritime software suites designed for large shipping companies with hundreds of vessels. They handle everything - but require extensive configuration, consultant-led implementation, and per-vessel licensing. For a Dubai-based company managing 10-40 vessels - whether commercial, yacht, or offshore - the configuration overhead of enterprise software often exceeds the operational benefit. A custom platform is built specifically for your fleet type, your classification society, and your operational workflows. It does what you need without the modules you do not. Implementation is faster, total cost of ownership is lower, and changes ship when you need them - not when the vendor's global roadmap allows.

Per vessel: daily fuel consumption (actual vs theoretical), maintenance cost per running hour, spare parts spend (planned vs emergency), crew cost per day, and off-hire days with causes. Per fleet: average OPEX per vessel type, dry-dock cost trends, crew turnover rate, and PSC inspection performance. The platform generates all of this from maintenance, crew, and voyage data. Most marine companies discover that 10-15% of their maintenance spend is emergency procurement that proper PMS would prevent, and 3-5% of their fuel cost is attributable to hull condition that more frequent cleaning would address. These insights are invisible without connected operational data.