Maritime Management Consulting was established in 1996 to provide the Maritime Industry with strategy-based management consulting services. The Vice Presidents have a combined consulting experience base of over 30 years, which can be segmented and summarized as:

• Strategic and Tactical Planning
• Cost/Pricing Analysis and Benchmarking
• Market Research and Development
• Business Process Realignment
• Product Development
• Operations and Supply Chain Improvement
• Organizational Alignment
• Program and Project Management
• Attorney Support

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Strategic and Tactical Planning

• Shipyard Evaluation: Steller and Brewton conducted an in-depth review of a potential shipyard acquisition target for an investment banking firm. Included were analyses of financial and operational performance, markets and yard positioning, organization and management, risk profile, and level of technology utilization for all of the yards within the target firm.
  
  
• Shipbuilding Strategy: For a southeastern US Port Authority, Steller and Brewton reviewed the state of shipbuilding within the relevant geography and prepared recommendations about market potential, operating and financial performance and possible ways for shipbuilding and ship repair to become more integrated and viable components of the Port's overall Strategic Plan. MMC's findings are incorporated in the Port's recently-adopted Strategic Plan.
  
  
• Strategic Overview of Shipboard Residences: A major US financial institution was preparing to market a unique ocean residence concept to high-net-worth individuals. Steller and Brewton were asked to review the overall business plan, proposed operating scenarios and budgets, and identify any issues likely to impact the overall financial success of the project. In a very short time, MMC reviewed with the project stakeholders a series of concerns/recommendations covering all aspects of the potential venture. Concerns have been addressed and the residences are being marketed.
  
  
• Shipbuilder Assessments: For an agency of the U.S. Government, Steller and Brewton performed a series of analyses of various shipyards, either to satisfy the agency as to the viability of the ongoing business or to evaluate potential new suppliers. These analyses typically included all facets of the business situation: finances, organization, manpower levels/skills, facility capabilities, market positioning and company strategy. These assessments provided the client with an outlook for the performance of their supplier base and the certainty of future vessel deliveries.
  
  
• Strategic Planning for a US Port: Steller and Brewton were part of the core team responsible for helping a major US Port create a comprehensive 5-year strategic plan. Using a workshop-based approach, the Port's management team was led through identification of critical strategic issues; analysis of strategic options; selection and prioritization of courses of action; and implementation planning. The Port is using this document as the foundation for all their planning and capitalization activities over the next five years.
  
  
• Regional Maritime Strategy: For a consortium of government agencies, Steller and Brewton were part of a team which developed an overarching maritime strategy for Southeast Alaska. Fisheries, shipbuilding and repair, cruise shipping, and tourism were all examined with the objective of defining an action plan to increase the contribution of these markets to the SE Alaskan economy. Various phases of the plan are being implemented by the cognizant government and community bodies.
  
  
• Impact of Shipbuilder Bankruptcy & Reorganization: An agency of the U.S. Government had contracted for construction of several special-purpose vessels with a shipbuilder that subsequently filed for reorganization. Steller and Brewton performed a series of analyses to evaluate the impact to the program of alternative reorganization scenarios. All aspects of the business situation were examined, including finances, organization, manpower levels/skills, facility capabilities, market positioning and shipyard strategy. The assessment permitted our client to focus on a few key issues during the reorganization process, thereby ensuring the likelihood of successful program completion.
  
  
• College Business Game: Steller annually participates as a judge in the International Collegiate Business Strategy Competition. Teams from business schools in the U.S., Canada, and Mexico meet in San Diego to present hypothetical products and business strategies for evaluation by a group of industry and academic judges.
  
  
• Offshore Industry Evaluation: For a division of one of the world's largest defense contractors, Steller and Brewton analyzed the potential for entry into the Offshore Oil Industry. Through primary and secondary research, the market opportunity was sized and matched to the client's core competencies. A strategy for entry into the market and an implementation plan were developed with supporting value propositions and pro-forma financial projections. Using the research and analysis, Steller and Brewton facilitated a strategic planning conference with client personnel to evaluate the market entry plan. The client ultimately decided not to invest in the Offshore Industry, acknowledging that our work had saved them considerable wasted time and dollars.
  
  
• Transportation Strategy: Steller participated in the development of a twenty-year strategic plan for the Department of Transportation of a developing nation. As part of the Moving South Africa team, Steller assessed intermodal transportation, unitized dry cargo movements, liquid bulk shipping, and ports infrastructure, and identified gaps between long-term objectives and current capabilities.

• Business Plan: For an international shipyard group, Steller developed a business plan for a new ship repair venture to be located in the Bahamas. The business plan included market forecasts, facilities requirements and financial pro formas. This plan was used directly in negotiations with investors and with the government.

• Strategic Planning Conference: Steller assisted a ship repair yard in developing a five-year strategic plan by preparation of background papers and analyses, and facilitation of a strategic planning conference for senior management staff.

• Facility Divestment: Steller assisted a shipyard and its corporate parent in the sale of the facility. The process included establishing the requirements for prospective buyers, developing sales materials and analysis, assisting investment bankers, and participating in negotiations. The process led to the sale of the shipyard, the timely and effective transfer of contract obligations, and a subsequent turnaround under the new yard owner.

• Facility Divestment: For a major defense contractor, Steller analyzed alternative industrial uses for a large commercial shipyard. Scenarios for industrial development were presented, as well as a suggested strategy for divestment of the facility. This study was the basis for evaluation of offers for the facility, balancing community concerns for job retention against the commercial value of the property under various scenarios.

• Downsizing: For a shipyard group’s board of directors, Steller analyzed the market outlook on the U.S. for both ship repair and shipbuilding and assessed the viability of its shipyards. The resultant forecasts and analyses showed that all but one of the client’s three shipyards should be closed. The company was able to emerge from bankruptcy and operate as a successful shipbuilding and repair firm. Steller segmented the market, forecasted the various segments of the market, and prepared financial pro-formas for the current and restructured business.

• Privatization: During the privatization of a Central American shipyard, Steller assessed the shipyard’s competitive position for a potential investor. The study included analyses of the yard’s facilities, workforce, available labor skills, wages, productivity, overhead and potential markets.

• Business Plans and Feasibility Studies: For numerous existing cruise companies and entrepreneurs, Steller created business plans for and assessed the feasibility of new cruise ship offerings. These plans and studies were used by the clients to seek financing for the projects, as well as to focus their plans for the business. In several cases, the clients were encouraged by the governments of France and Germany to engage Steller for this service.

• Acquisition: For an existing cruise company, Steller helped the client decide on the acquisition of another existing cruise operation. Analyses included market projections and financial pro formas.

• Five Year Plan: For a major cruise line, Steller prepared a five year plan, including operating costs, revenues, and growth targets.

• Long-range Planning: For the U.S. Merchant Marine Academy, Steller developed and facilitated a major review of the academy’s long term outlook, including analysis of its markets, strengths and weaknesses, resources, and vision for the future. Numerous senior maritime executives participated in the on-site planning sessions.

• Itinerary Planning: For a major cruise line, Steller assisted the client in re-defining its itineraries. Sophisticated marketing tools, including a version of conjoint analysis, were used to project customer preferences for ports of call and length of cruise.

• New Business Model: For a major European ship repair firm, Brewton guided an effort to create a new business model for one of their key departments. Various alternatives were analyzed, including outsourcing, spin-off and redesign of the existing organization. Results implemented resulted in a 15-20% reduction in labor costs in the area impacted, as well as an improved working climate for workers and management.

• M&A: For a major European ship repair firm, Brewton guided an effort to create a new business model for one of their key departments. Various alternatives were analyzed, including outsourcing, spin-off and redesign of the existing organization. Results implemented resulted in a 15-20% reduction in labor costs in the area impacted, as well as an improved working climate for workers and management.

• Business Strategy: For a natural products distributor, Brewton helped create a new web-enabled business strategy designed to increase order capture and market share, coupled with an Operations improvement program designed to reduce costs. Estimated impact from implementation was 15-20% improvement in their bottom line.

• Post-Merger Integration: Brewton directed successful post-merger integration activity for a major US cruise company, including vision formulation, organization alignment, redesign and implementation. Working with multiple client teams, recommendations were put in place within 80-90 days, allowing the company to take full advantage of the benefits anticipated from the merger without suffering any declines in client service or negative reaction from shareholders.

• Operational Due Diligence: For a significant investor, Brewton helped conduct operational due diligence for the proposed acquisition of a major publisher. Working with investment bankers and attorneys, data was gathered and analyzed, then follow-up visits scheduled to all major operations. The team’s findings resulted in fundamental changes to the bid submitted, including the recruiting of additional partners in the acquisition.

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Cost/Pricing Analysis and Benchmarking

• Asian Shipyard Review: Steller and Brewton were retained by the largest accounting firm in Indonesia to provide shipbuilding and ship repair expertise as part of a team conducting a government-sponsored review of Indonesia's largest shipyard. Work included a complete cost breakdown structure for both ship repair and new construction, analysis of existing shipyard financial and performance data, analysis of competitive positioning, market sizing for various vessel types, and general advice and counsel to the team of accountants during the audit. The work led to a number of recommendations for change, some of which are being successfully implemented today.
  
  
• Containership Construction: For a containership operator, Steller performed parametric cost estimates for a baseline design and three alternative designs using a computer-based model and benchmarking data. Price sensitivity was performed for the baseline ship, varying labor rates and productivity through a series of pairs. A presentation was provided to senior client managers, including key findings and an analysis of likely competitors for this project.

• Suezmax Tanker Construction: Steller prepared parametric cost estimates for a proposed Suezmax tanker design, alternative tank arrangements and a forebody replacement. Alternative single shaft and twin-screw engine room configurations were also assessed. Price sensitivity to labor rates and productivity was examined.

• FPSO Construction: Based on a preliminary design and specification, Steller estimated the cost of design and construction for a very large spread-moored FPSO barge hull and accommodations module. Price sensitivity was analyzed for exchange rates, labor rates and productivity. Costs were compared to a VLCC, with explanations in the difference in work scope by specific cost element. Design, construction, testing, and master project schedules were developed based on best practices in the Far East. Suggestions were provided to improve producibility.

• Multi-Function Barge Construction: Using a conceptual design for a combined FPSO and drilling platform, Steller prepared a parametric cost estimate for a very large spread-moored barge hull and accommodations module. Price sensitivity was analyzed for exchange rates, labor rates and productivity. Schedules were developed based on best practices in the Far East.

• Ship Valuation: On several different instances, Steller and Brewton analyzed the price of cruise ships for existing cruise ship owners and operators. These prices were used in negotiations for the purchase and sale of cruise ships.

• LNG Tanker Construction: Steller estimated the cost of design and construction for a series of large LNG carriers and barges applying new containment technology. These estimates applied conceptual designs prepared for the owner. Build strategies, master schedules and risk analyses were developed to support the cost estimates, applying best practices in Asian shipyards. Unique challenges for this project were analyzed in depth. Design and manufacturing suggestions were provided to improve producibility. Price sensitivity was provided for labor rates, productivity and exchange rates, and comparisons were made to historic LNG carrier prices and other ship types of similar size.

• Drilling Rig Value: Working for a potential lender for a new construction project, Steller established the future value of a new drilling platform design at the end of the initial drilling lease. Research identified historical values for rigs based on age. These values were adjusted for rig performance features, location, and initial price. Demand trends for this specific rig type were identified, and areas of possible future employment were discussed. Steller also reviewed possible building sites as part of due diligence for the lender.

• Port Services: For a major cruise port, Steller projected the services that would be required by the major cruise operators calling the port. The analysis included a discussion of the ability of these cruise companies to afford the services.

• Rate Analysis for Public Service: On behalf of the San Francisco Bay Pilots, Steller prepared an analysis of pilot rate schedules in San Francisco and other US ports, including a study of work content and required pilot skills. Steller testified as to his findings before the public governing committee.

• Cruise Ship Operating Profile: For a major cruise ship operator, Steller reviewed the operating costs and compared them with industry-wide standards. The cruise company was then able to focus on budget areas that were out of line in order to cut costs.

• Operating Budgets: For a large cruise ship operator, Steller and Brewton assessed the on-board operating budgets for the fleet of ships. Using industry standards, budgets were adjusted to reduce costs by $5 million in the first year.

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Market Research and Development

• European Market Assessment: An Italian builder of small and mid-sized vessels was interested in re-capitalizing its business. At the request of the Board of Directors, Steller and Brewton performed a detailed analysis of relevant vessel markets, and then used those analyses to make short, intermediate and long-term projections of revenue for the concern. The client utilized the report as part of a presentation to financial institutions and interested parties, which ultimately resulted in both new ownership and an expanded book of business.
  
  
• Shipyard Development: Steller and Brewton conducted a market analysis and economic projection for a proposed Latin American shipyard being considered as part of an overall development project for a major oil company. The work involved detailed analysis of new construction and repair markets for several vessel types, translation of these forecasts into financial pro-formas for the NewCo, and an assessment of the economic impacts to be generated in the region. The project is now under development.
  
  
• Marine Industry Market Forecasts: Steller has evaluated and forecasted all component of the U.S. shipbuilding and repair industry, including: ocean, coastal and inland towing and barge operations; tankers; containerships; offshore vessels and oil rigs; and naval ships.

• Competition Analysis: Steller analyzed the competitive situation in the ship repair industry, focusing on the anticipated competitive bidding for an upcoming Navy contract. The analysis included reviews of facilities, management, workforce, strategy and political position of likely competitors among U. S. shipyards.

• Industry Capacity Analysis: On behalf of an association of ship repair interests, Steller directed an analysis of the potential U.S. Navy ship repair market on the West Coast, in light of the impending closure of the Long Beach Naval Shipyard. The analysis projected the required dock-days and man-hours that could be expected from Navy repair work. The results showed that an over-capacity situation on the West Coast could absorb the work from Long Beach.

• Caribbean Ship Repair: Working with a major European ship repairer, Steller developed a business plan for a new ship repair facility in the Caribbean. Market research included analysis of over 33,000 ship movements through the catchment area for the proposed shipyard. Potential customers were identified by market segment, including cruise ships, tankers, containerships, general cargo carriers, and offshore vessels. A questionnaire was developed and administered to assess potential customer response, needs and wants. Competitor strengths, weaknesses, opportunities and threats were presented. A forecast of revenues by segment was provided.

• European Ship Repair: For a major European ship repair yard, Steller and Brewton conducted surveys of ship owners and operators throughout the world to assess the competitive position of the yard in the marketplace. The survey and report addressed quality or work, timeliness of project completion, pricing, and customer relations.

• Port Opportunities: For a West Coast port, over a number of years, Steller conducted marketing studies to target new segments for the port: automobiles, cruise lines, and cold storage opportunities were ultimately added to the port’s revenue base.

• Port Facilities: Steller developed a long range forecast of the demand for drydocking facilities in a West Coast port in order to make a decision regarding a multi-user drydock. The recommendation to not build the facility satisfied both user and provider concerns and was then proven to be the right decision by subsequent events.

• Cruise Industry Forecasts: For the cruise industry, Steller provided an annual forecast of supply and demand for cruising in North America for the next 5 years. The forecasts tracked very closely over the years with actual statistics.

• Branding: For a major European cruise ship builder, Steller conducted a market study to determine brand recognition of the company’s product line. The results showed that the company had a recognizable brand which could be exploited in the marketplace.

• Marine Equipment Supplier: For a major supplier of marine equipment, Steller analyzed their markets and forecasted demand by segment and product.

• Market Segmentation and Forecasts: For an inland cruise operator, Steller segmented their customers and forecasted the market opportunities by segment. The results were used to develop advertising and promotional campaigns.

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Business Process Realignment

• Engineering Improvements: For a major classification society, Brewton and Steller were responsible for a series of initiatives designed to improve customer service delivery, reduce cost, and create an integrated approach to their customers. Utilizing a range of tools/techniques, from cost analysis to process redesign to strategic planning, MMC led a series of client teams through the change definition and assessment process, culminating in a series of actionable implementation plans which are yielding measurable benefits for the client.
  
  
• Improvements to USN Manufacturing Operation: A United States Naval manufacturing facility critical to the mission capability for new and existing vessels was having problems with product quality, timely delivery and cost. Steller and Brewton were part of a consulting team that examined the processes in detail, recommended substantive changes to existing processes, and analyzed the risks associated with various courses of action. Today, the facility's quality, cost and schedule performance have all substantially improved.
  
  
• Tanker Design and Construction: For a major U.S. shipyard, Steller and Brewton managed the implementation of a process improvement for the detail design and construction of a U.S.-flag tanker. A compliance and validation tool was implemented to ensure that all design work products were properly available for production activities and fully compliant with the ship specifications.
  
  
• Shipyard Reengineering: For a major North American shipyard, Steller and Brewton led a series of client teams in reengineering and reinventing all major business processes at the yard. In embarking on such an extensive effort, the shipyard had two goals: (1) ease/speed the transition from military to commercial ship construction; and 2) ensure that the yard’s processes would allow it to be competitive in the global marketplace.

• Engineering Spin-off: For a U.S. shipyard, Steller evaluated the feasibility of spinning off its engineering capabilities to existing engineering companies or through a new venture. The options were evaluated from the perspectives of the shipyard, the employees and prospective customers.

• Operational Audit: During a two-year period, Steller served the board of directors and parent of a major shipyard, providing an ongoing operational audit of performance on construction, overhaul and conversion contracts. This included analysis of schedule, cost, subcontractor performance, workforce and facility utilization, and steel fabrication and assembly. The analysis identified problems and solutions that successfully reduced construction costs.

• Naval Engineering Demand: For an engineering firm, Steller analyzed the US naval engineering market. Segmentation of this market included research and development, ship design and construction, logistics and maintenance, operations, facilities, and naval air programs. Recent expenditures and near term budgets were tabulated for each segment. Promising areas for marketing activity were identified.

• Onboard Processes: For a large cruise ship operator, Steller conducted an extensive onboard audit of the way the ships were being run. A series of workshops on the ships were then conducted to refine and improve the operating procedures and processes. This work included a number of the concepts and steps normally associated with Total Quality Management.

• Weight Control Plan: Design and construction of a new class of fast containerships required rigorous weight and moment control to ensure ship performance was attained. Steller developed a new procedure for weight and moment control during design and construction. This new process translated conventional systems-based weight accounts into interim products based on the shipyard’s build strategy. This approach aligned weight estimating and reporting to current ship construction processes, allowing timely and accurate reconciliation of weight estimates with a physical weighing program. The realigned process results in real-time identification and rectification of critical weight and moment problems.

• Service Delivery Improvement: For the US operation of a Canadian railroad, Brewton led a team with the objective of redesigning core processes in order to improve service delivery. Substantial analysis was performed to identify the root cause of problems, after which several client teams were tasked with creating solutions. Implementation led to significant reductions in car cycle times, reduced congestion in yards/terminals and greater customer satisfaction.

• Business Development: For a US shipyard, Steller and Brewton conducted an assessment of their business development process. After identifying the root causes for late delivery of proposals and estimates, recommendations were made for both process and technology changes.

• Shipyard Reengineering: Brewton led process reengineering initiatives for a major U.S. inland waterways equipment supplier. Working with several client teams, changes were identified which led to significant reductions in operating budget, improved construction cycle times and reduced direct man hours in specific operational departments.

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Product Development

• Cruise Ship Development: Steller advised a ship owner during development of a series of Panamax cruise ships for construction in the United States. Assistance included: identification of required attributes for the new ship; facilitation of initial design strategy meetings; development and administration of a design competition; preparation of a statement of requirements and list of deliverables; and participation in evaluation of resulting designs, technical proposals and price proposals. This effort led to selection of a shipyard and contract award.

• LNG Carrier Development: Steller assisted a ship owner during development of a new LNG Carrier Technology. Working with the ship designer, Steller performed parametric cost and schedule analyses for alternative preliminary designs which varied cargo capacity and arrangement, and propulsion plant. Build strategies were developed for ships and containment to guide design-for-production efforts. Tank fabrication and erection and insulation were examined as part of the build strategies.

• New Ship Concepts: For several cruise ship owners and operators, Steller provided guidance and assistance in developing new cruise ships:
  
  • A new series of large cruise ships were designed and ultimately constructed based on customer values and focused market research
  • A cruise ship targeted for the upscale spa market was designed with market input. Contract design was developed; however, funding was never secured for construction.
  • Significantly larger ships for an operator of smaller cruise ships were conceptualized, designed and ultimately built in Europe.
  • Conversion and refurbishment of a large cruise ship were planned and supported by market analyses; the ship remains in its original configuration awaiting financing.
  • The initial product concepts for a new cruise line were developed. To date, two of the ships have been constructed and are successfully operating in the marketplace.

• Cruise Port Design and Development: For a number of ports around the world, Steller prepared market studies and operating pro formas to assist the ports in expansion of their ability to accommodate cruise ships. The studies usually included technical assistance from subcontracted consultants. The ports include:
  
  • Boston
  • New York
  • Long Beach
  • Newport News
  • San Juan

• Military RO/RO Conversion: For the conversion of a large US Navy RO/RO to a Marine Corp MPF(E) vessel, Steller assisted a U.S. shipyard in development of a requirements compliance database. Work included defining record and field structures, and analyzing and decomposing the Marine Corp’s Circular of Requirements into discrete elements. Steller organized a team of shipyard and Government personnel to use this tool to identify gaps between required performance and existing ship capabilities. Steller Carson provided team-building exercises and facilitated planning, statusing and work sessions to ensure that the team functioned at a high level.

• MPF(E) Proposal: Steller prepared a technical and management proposal for conversion of a large foreign-flag containership into a MPF(E) vessel for the US Marine Corp. Work included description of the design, the proposed engineering process, construction approach, facilities, prime and subcontractor responsibilities, and project management and control methods.

• T-ADC(X) Design Study Proposal: On behalf of a US shipyard, Steller prepared a winning proposal for the first phase of the T-ADC(X) program, which developed trade-off studies and a preliminary design for a new US Navy supply ship. Our work included development of a Statement of Work for the engineering effort, and description of an innovative team approach and design decision-making method.

• Time to Market: Brewton planned and led E-strategy, new product development and technology enhancement engagements for a major giftware supplier, working with multiple client teams. This work resulted in a 40% reduction in product time-to-market, as well as reduced internal costs and improved information flow across the client’s supply chain.

• Hi-Ballast Tanker: Steller assessed reported problems with conventional double hull tankers and developed a concept to improve ballast tank design. The design significantly reduces maintenance and repair costs and improves safety and efficiency of tanker operations. Work included analysis of technical and economic trade-offs, as well as life cycle cost implications.

• Navy Shipbuilding Proposals: Steller has assisted many of the major U.S. shipyards by writing technical and management proposals for new US Navy shipbuilding programs, including:
  
  • T-AKE Auxiliary Cargo Ammunition Ships
  • AOE-6 Fast Supply Ships
  • DDG-52 Aegis Destroyers
  • LHD-2 Amphibious Assault Ships

• Navy Ship Repair Proposals: Steller has developed technical and management proposals for major US Navy repair and overhaul programs, including:
  
  • Cruiser and Destroyer Continuous Maintenance Program (CG 47, DD 963)
  • Cruiser EDSRA Program (CG 53)
  • Aegis Destroyer Continuous Maintenance Program (DDG 51)
  • LPD Phased Maintenance Programs
  • FFG Phased Maintenance Programs
  • LST Phased Maintenance
  • Destroyer and Frigate ROHs

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Operations and Supply Chain Improvement

• Trade Exchange Start-up: For a trade exchange start-up in the nutraceuticals space, Brewton led a team which evaluated the client’s business and revenue models, as well as helping select a portfolio of technology vendors/strategic partners. The analysis revealed significant problems with the revenue streams anticipated, causing the entrepreneur to radically restructure his business. Significant time and dollars were saved before they had been wasted on an untenable idea.

• Collaborative Knowledge Management: Brewton drove creation of a Collaborative Engineering strategy for a manufacturing client to help them capture and manage knowledge, then disseminate it to internal and external customers. Follow-on tasks included functional/technical design of the supporting systems, vendor selection and implementation. To date, the client has realized lower costs for product engineering and customer service (10-20%), a 5-10% increase in revenues, and faster information flow back to their customers.

• Facilities Maintenance: For a large US metropolitan transit agency, Brewton led an effort to redesign their facilities maintenance scheduling processes. Beginning with analysis of their existing processes, the root causes of service delivery and cost overrun problems were identified. Recommendation for new process and technology solutions were implemented, resulting in more work achieved for the maintenance dollar expended, as well as reduced frustration on the part of the agreement personnel being scheduled.

• Fleet Planning: Brewton led an initiative to re-cast the fleet planning process for a major US airline, as part of a broader initiative designed to reduce operational costs. After benchmarking the processes in use at other transportation companies, recommendations were made which, when implemented, reduced costs, improved operations and achieved greater return on capital invested.

• Operations Audit: For a major manufacturer of coated fabric for industrial and consumer applications, Brewton conducted an operations audit to recommend changes to improve product delivery and customer service. Recommendations for process change and improved planning tools were made and adopted, leading to on-time shipments improvements of 30-40%.

• Shipyard Assessment: For a Middle Eastern government, Brewton conducted an assessment of their national shipyard, examining both strategic and tactical steps to move operations to a profitable basis and create positive value. Recommendations included new product developments, changes in operations and modifications to the overall business model; when implemented, they resulted in a return to profitability within 2 years.
  
  
• Asset Management: For a major container shipping company, Brewton conducted an analysis of their container fleet planning. The company was plagued with uneven availability of containers at certain ports of call; extensive analysis revealed the problem to be multi-faceted, with considerable impact coming from excessive dwell on the landward side of the cycle. Results were used by the client to change the systems and procedures by which they tracked containers once they left the terminal facility, resulting in 20-30% of container assets freed up within the system.
  
  
• Inbound Transportation: For a US auto manufacturer, Brewton led an effort to realign inbound transportation to facilitate a move to lean manufacturing. By examining various commodities and lanes, as well as evolving transport technologies, recommendations were made for mode optimization, as well as potential joint ventures between carriers. Estimated savings were in the range of $50-60M for five assembly plants, with attendant improvements in service delivery.
  
  
• Facilities Management Diagnostic: For a software firm serving the facilities management industry, Brewton created a diagnostic tool and process to allow relatively unskilled client personnel to create a standardized profile of a customer’s requirements. This document then was used by the client development organization to drive product customization and implementation. Adoption of this tool reduced product delivery times by 30-40%, and also avoided extra cost from rework associated with misinterpretation of the customer’s requirements.
  
  
• Capital Budgeting: For a major automotive supplier, Brewton led a team which examined their capital budgeting process and recommended changes to simplify and streamline their responsiveness to changes in their marketplace. A prioritized implementation plan was put in place, along with organizational changes and training for all stakeholders.
  
  
• Operating Strategy: For a short-line railroad in the Northeast, Brewton helped the new owners develop a service design and operating strategy designed to preserve critical customer service while reducing costs. Customers were assessed from a profitability standpoint and appropriate rate/service policies adopted to ensure adequate return on capital employed. Non-performing assets and facilities were disposed of, and purchasing processes redesigned to ensure superior inventory management. Upon implementation of these changes, the line was able to post profitable operations within 9-12 months.

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Organizational Alignment

• Organizational Alignment for US Government Agency: MMC was asked to assess the alignment of the various commands operationally linked to the Defense Supply Center Richmond and make recommendations for improving same. The MMC team deployed their proven methodology and approach, utilizing on-line surveys, on-site interviews and supporting analysis. Once the survey and interview data were gathered, MMC prepared an alignment profile report that summarized the findings and translated them into actionable recommendations for DSCR. DSCR has implemented many of the recommendations in their strategic plan going forward.
  
  
• Organizational Alignment for the US Navy: MMC was selected as Prime Contractor for a major effort by the Commander Naval Surface Forces to assess the alignment of the various commands under CNSF and make recommendations for improving same. The MMC team developed a methodology and approach; created an on-line survey instrument; and performed interviews and supporting analysis. Once the survey and interview data were gathered, MMC developed an alignment profile report that summarizes the findings and translates them into actionable recommendations for the particular command under study. The contract is in year one of a three-year effort and the results are being well-received by CNSF; other USN organizations are also expressing an interest in taking part.
  
  
• Organizational Structure: For a large ship operator, Steller re-designed the corporate organizational structure to match the work processes of the company. Job descriptions were developed for every management position in the new organization. The new structure was implemented over a period of two years.

• Organizational Design: For a travel and leisure company in Hawaii, Steller assessed the organizational structure of the entire company and recommended a flatter, focused structure to capitalize on the specific strengths of the company’s employees. The new organization was put into place and both customer satisfaction and financial performance improved.

• On-board Organizational Performance: For several cruise ship operators, Steller assessed the performance of the shipboard staff in terms of efficiency, customer focus, technical capabilities and communications:
  
  • One of the largest ships in the world had operating problems that needed to be pinpointed and corrected. Steller went on the ship and found organizational structure problems, maintenance and repair shortcomings, poor communications, and technical inadequacies. The recommendations to the president of the company were implemented and the ship has been operating smoothly for two decades.
    
  • An upscale cruise ship had a series of accidents and events that indicated more than simply mechanical problems. Steller sailed with the crew and determined that the organizational structure was preventing clear and timely communication among the crew. A number of recommendations were implemented and the accidents and events were eliminated.
    
  • Using techniques from Process Realignment and Total Quality Management, Steller restructured the onboard staff of all of the ships in the fleet of a large cruise ship operator. Customer satisfaction improved, performance to budget was achieved, and the staff morale increased.
  
  
• New Business Model: Brewton conducted business model redesign for the home-improvements division of a major US retailer, the goal being to increase sales and make more effective use of resources. Deliverables included a full employee-activities analysis, recommendations for top-to-bottom organization realignment and a pilot program for testing customer service delivery. Subsequent implementation of the recommendations has led to increased customer satisfaction scores, as well as lower operating and inventory costs.

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Program and Project Management

• USN Cruiser Overhaul: Working for a ship repairer, Steller developed a planning method to support a zone-outfitting approach to overhaul and life cycle extension of a US Navy cruiser. A team of yard repair managers was trained in use of this system, and Steller facilitated development of detailed zone plans and work items from the Navy’s conventional ship system-based specifications.

• Drydocking and Refurbishment Management: Over a period of several years, Steller and Brewton managed the in-yard drydocking and refurbishment of six cruise ships. The value of each project ranged from $5-20 million, and took place in yards in the United States and Europe. Steller put together a team consisting of consultants and client staff to utilize sophisticated project management tools during the ships’ work. Steller also assisted the client in selecting and then managing a cadre of international subcontractors who performed the work at the shipyards. Each of the six projects was completed on time (with no subsequent onboard work required after leaving the yards), under the budgeted price, and to the satisfaction of the ship owner. While resistant at first, the shipyards all agreed that the techniques used were useful to both the owner and the yards, and they recommended using Steller on subsequent cruise ship work.
  
  
• PMO Set-up: Brewton provided program management assistance to two U.S. Class I railroads. In both cases, working with client teams, a focused planning methodology was put in place to structure process reengineering and organizational redesign activities. The result was greater control over the expenditure of millions of dollars, faster delivery of anticipated change benefits, and development of structured problem-solving capacity within the client organization.

• Software Implementation PMO: For a major US homebuilder, Brewton was retained to create and manage a Program Management Office to ensure successful implementation of a major IT package acquisition in the new product development area. After several months, the PMO recommended the project be stopped, as the software in question could not meet the needs of the client’s business model. A change in direction was determined and implemented, and considerable client resources and time were saved.

• Software Implementation: For a European telecom supplier, Brewton led the Program Management effort for a $120M software implementation effort. Duties included creating detailed workplans, coordinating activities with key vendors and contractors, and maintaining contact with client senor management. The program went from being in serious jeopardy to being under careful management; key client personnel stopped leaving; and client senior management began to focus on the critical issues necessary to integrate the system into their business.

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Attorney Support

• Evaluation of Insurance Claims: For a consortium of insurance industry players, Steller and Brewton evaluated the Business Interruption portions of a hurricane-related claim filed by a large defense contractor for three of its shipyards. Work is ongoing and has involved extensive performance analysis of dozens of USN and USCG new construction programs; facilities damage and recovery programs; workforce trends and impacts; and financial performance pre-/post-event. MMC's work was used to guide the successful settlement discussions.
  
  
• Evaluation of Insurance Claims: For an insurance company, Steller and Brewton evaluated the Business Interruption claim of a shipbuilder associated with a crane damaged by a windstorm. MMC analyzed the likely performance impacts associated with the event and related them to two commercial programs underway at the time. MMC's work contributed to a successful negotiated settlement between the shipyard and the insurance company.
  
  
• Vessel / Business Valuation: The bankruptcy estate of a cruise company was involved in litigation surrounding favored treatment of certain creditors during the bankruptcy process. As part of the effort, Steller and Brewton were asked to value a series of cruise vessels at various points in time. Valuations were established based on both comparable vessel sales (from the MMC database) as well as the value of the ongoing business at various times and in various market scenarios. The case was eventually settled in favor of MMC's client.
  
  
• Ship Repair Litigation: For a law firm, Steller and Brewton assisted with the development of a trial strategy involving a substantial claim arising from repairs to a cruise ship. The line of reasoning that MMC developed, analyzed and documented allowed the case to be settled out of court minutes before going to trial, with a clear victory for MMC's client.
  
  
• Containership Construction: Late delivery and technical defects following design and construction of three large containerships resulted in litigation over final contract price. Steller assisted the ship owner’s counsel in preparing a response to the shipyard’s claims for uncompensated design changes. This response included financial and schedule modeling for the project and ultimately led to a negotiated settlement that was satisfactory to both parties.

• Naval Oceanographic Research Ship Construction: For a U.S. Shipyard, Steller and Brewton assisted the client’s counsel in preparing a claim against the US Navy for engineering changes that occurred during the design and construction of a prototype oceanographic research ship. Quantification of schedule and financial impact included delay, disruption and acceleration.

• Destroyer Overhauls: Constructive changes to a contract for major alterations and repairs of three destroyers resulted in preparation of an REA to the US Navy on behalf of a US shipyard. Steller prepared financial and schedule analyses to portray the impact of changes on the basic work scope. Cause and effect documentation supported substantial recovery for the shipyard.

• Naval Supply Ship Construction: Incorporation of a prototype propulsion system and contract design flaws had an adverse impact on a shipyard’s cost and schedule performance during the construction of a series of auxiliary ships for the US Navy. Steller assisted the shipyard’s attorneys in preparation of an REA that portrayed the interactive financial and schedule impacts of the contract flaws.

• Naval Auxiliary Ship Conversion: Two shipyards submitted claims to the UK Ministry of Defense for added compensation and schedule relief related to construction of fleet auxiliary ships. The contracts were flawed in the treatment of a sophisticated command and control system, leading to claims by both the shipbuilder and follow shipbuilder. Working on behalf of the Royal Navy, Steller reviewed each Contractor’s actual cost and schedule performance and prepared a rebuttal to the quantification of entitlement.

• Large Passenger-Car Ferry Construction: Late delivery and cost overruns resulted in a claim by the shipyard responsible for design and construction against the ship owner. Working on behalf of the ship owner’s attorney, Steller researched the shipyard labor market during the period in which the dispute took place. This analysis helped establish the strategy for response to the claim.

• Public Filing – Shipyard Lease: A US shipyard sought to reduce its annual lease for land and facilities owned by a public Port District. Working with the client’s attorneys, Steller prepared a forecast of the future market and likely economic results for the shipyard. These analyses supported the client’s filing before the Port District.

• Port - State Bond Filing: Steller prepared an economic analysis in support of an attorney’s filing for a state bond on behalf of a proposed new state port authority. This analysis demonstrated the economic feasibility and projected demand for a new deep-draft oil terminal.

• Tanker Accident Investigation: Grounding of a VLCC in US waters resulted in a massive investigation into the events surrounding the accident. Steller assisted the ship owner’s attorneys during initial examination of the damage in drydock, and in developing a detailed timeline for events before, during and after the accident.

• Ship Valuations: Steller has prepared valuation for ships in support of regulatory filings and/or sales transactions managed by attorneys, including:
  
  • The value of three containerships was established during transfer from one US owner to another during reorganization proceedings by the seller
  • The commercial viability and value of a fleet of two small passenger ships was analyzed during bankruptcy hearings; Steller testified as an expert witness

• Due Diligence: For numerous investment firms, Steller provided due diligence on new cruise ship offerings. These activities were typically under the direction of the firms’ corporate attorneys.

• Cruise Ship Repair Litigation: On behalf of the owner of a cruise ship, Steller provided expert advice in determining the causes of late delivery and cost over-runs on the drydocking and refurbishment of the ship. The case was settled to the satisfaction of the client.

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