Aman at Sea

Brent Sebro

Supply Chain Strategist

Working across both cruise and yacht projects for the last 27 years has reinforced the importance of combining structure with adaptability. Cruise projects typically involve significant scale, high volumes, multiple stakeholders, and complex delivery schedules, while yacht projects often demand a highly bespoke approach, exceptional quality, and close attention to detail.

Experiencing both environments has shaped my approach around early planning, strong supplier engagement, and maintaining visibility across the entire procurement and logistics process. I have learned that procurement cannot operate independently; it needs to be closely integrated with design, technical, project management, shipyard, and logistics teams. Identifying risks and dependencies early is particularly important, because relatively small changes in specifications, approvals, or production schedules can have a significant downstream impact on cost and delivery.

Managing Sourcing, Costs, and Delivery in Complex Newbuild Projects

Successful newbuild procurement starts with a clear sourcing strategy and realistic planning. Supplier selection should consider more than initial price; production capacity, technical capability, quality, financial stability, lead times, logistics requirements, and previous performance are equally important.

Cost management also needs to consider total landed cost rather than purchase price alone. Freight, customs, storage, packaging, consolidation, installation requirements, and the cost of delays can materially affect the final project cost.

For delivery performance, I believe in establishing procurement schedules that are directly connected to the overall project program. Long-lead and critical-path items should be identified early, with clear milestones for design approval, manufacturing, inspection, shipment, and delivery. Regular supplier follow-up and accurate reporting allow teams to identify potential delays early enough to take corrective action rather than reacting once a deadline has already been missed.

However, strong sourcing and delivery performance depend not only on effective planning but also on resilient supplier relationships that can maintain quality and efficiency when challenges arise. Strong supplier relationships are built through transparency, consistency, and clear expectations. Suppliers should understand not only what they are delivering, but also how their scope fits into the wider project and why particular milestones are critical.

I see supplier management as a partnership while still maintaining commercial discipline. Clear specifications, agreed quality standards, measurable KPIs, and regular performance reviews create accountability.

At the same time, open communication allows suppliers to raise risks early and collaborate on solutions. Resilience also comes from understanding the supply base. Procurement teams should identify critical suppliers, potential single-source dependencies, capacity constraints, and alternative sourcing options before problems arise.

Addressing Logistics Challenges in Maritime Newbuild Projects

One of the biggest challenges is coordinating large numbers of suppliers delivering to a shipyard within very specific installation windows. Space limitations, changing construction schedules, international freight, customs requirements, oversized cargo, and incomplete or late documentation can all create additional complexity.

The most effective approach is to integrate logistics planning into procurement from the beginning. Teams should define packaging and labelling standards, consolidation strategies, shipping documentation, delivery locations, customs responsibilities, and required-on-site dates at the purchase-order stage. A strong logistics plan should also provide end-to-end visibility. Knowing where critical materials are, when they will arrive, and whether the vessel or shipyard is ready to receive them helps prevent unnecessary storage, expedited freight, and disruption.

Addressing these challenges effectively requires more than strong logistics planning. It also depends on a broader supply chain approach that brings teams, suppliers, and data together to improve performance across the project. Procurement leaders should therefore focus on visibility, collaboration, and data driven decision-making. They should create an environment where commercial, technical, logistics, and project teams work from the same priorities and information.

Standardizing processes and using meaningful KPIs can improve control, but processes should support the project rather than create unnecessary administration. Measures such as supplier on-time delivery, quality performance, procurement lead times, logistics costs, and forecast accuracy can highlight where intervention will have the greatest impact. Finally, invest in supplier relationships and in the procurement team itself. Maritime newbuilds will always involve change and complexity. The strongest supply chains are therefore not simply those with the lowest costs, but those capable of anticipating risk, adapting quickly, and consistently delivering the right quality at the right time and place.