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Voyage Estimation Free Download
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Ashlie Mealey
Jan 2, 2024, 9:22:13 AM1/2/24
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Voyage Planning in VIP Chartering enables users to make better decisions by comparing voyage estimates and vessel scenarios, seeing the cascading effects of every decision, collaborating with teammates, and visualizing the optimal voyages and routes throughout the voyage chartering process.
voyage estimation free download
DOWNLOAD https://t.co/M729Ub7U0K
Ship Voyage Estimation is forecasting of costs and revenues. Unavoidably, Ship Voyage Estimation includes comparing one voyage with an alternative voyage to see which produces the most immeasurable yield. Ship Management or Shipbrokers are closely involved in Ship Voyage Estimation calculations. Ship Manager must be adequately aware of the process of voyage estimating. It is important to understand how numerous pieces of data, supplied by the ship manager, apply to the process of estimating the profitability of a proposed voyage.
Preferably, instead of actual distance, a shipbroker can think in terms of days steamed. For example, a speed of 14 knots works out at approximately 3 days per 1,000 nautical miles. Therefore, it is easy to remember that a transatlantic voyage from US Gulf to the Netherlands is performed in 15 days. Under this easy method, voyages can be calculated and remembered. After calculating the length of the sea voyage, a frame can be produced for Voyage Estimation.
Ship voyage should always be from the time and the place where the ship completes discharge of the previous cargo. Therefore, the first part of the voyage is the Ballast Leg unless the shipowner is fortunate enough to secure a cargo out of the port in which the ship has just discharged.
Some shipbrokers and ship managers commence the voyage at the loading port and follow the laden passage with a theoretical ballast back to the loading port again. However, while this view might be realistic for tankers, dry cargo tramp ships rarely proceed on the same voyage twice so this is rarely a practical solution. With distances to hand, it is not challenging to estimate the length of the sea passage including the Ballast Leg. Estimating the time spent in port can be a more prominent problem.
A shipbroker or ship manager should be very careful over the voyage route selected. Sometimes there are alternative routes and only a negligible difference will tilt the pendulum in favor of one or the other. A shipbroker or ship manager should consider bad weather, high canal tolls on one route, and cheaper bunkers on another. In Voyage Estimation, ship speed is another crucial factor. In some circumstances, it might be more beneficial to steam slowly and economize on bunkers.
Generally, the full-time allowance should be put in the Voyage Estimation and demurrage/despatch should be ignored. Furthermore, different criteria have to be used for Despatch Charters for particular trades such as sugar. It is very well-known that ships habitually load and discharge completely within their laytime and, however, shippers and receivers expect to earn considerable despatch money. Therefore, when comparing two voyages, Despatch Charters will present an abnormal disparity. Unfortunately, there is no shortcut to knowledge in such cases, and a shipbroker or ship manager must be aware of the trades where fast turn-rounds are to be found. In Despatch Charters, a shipbroker or ship manager should estimate a lesser port time than allowed. Therefore, a decent addition to the expenses must be made to cover the inevitable despatch money.
Canal Transit: canal transits unavoidably lengthens the voyage, therefore, a shipbroker or ship manager should allocate two (2) days each for passage through Suez Canal and Panama Canal in Voyage Estimation. Time might be lost for waiting and for the canal transit.
Bad Weather: usually a shipbroker or ship manager does not allow additional steaming time for possible bad weather unless it is certain from the nature of the voyage that delay will be experienced.
1- A shipbroker or ship manager preplans the voyage, duration, and bunker consumption. Preplanning enables a shipbroker or ship manager to observe at a glance just what is intended. This is called an itinerary.
In the Voyage Estimation process here above, in part three (3), bunker consumption is presumably the most difficult to calculate. Ship Bunkering is an art and no two voyages are likely to be the same, due to seasonal changes, price fluctuation, and the need to balance bunker prices against freight income.
The Voyage Estimation result can be calculated by subtracting expenses from income and dividing the result by the number of days taken for the voyage. The result is the Gross Daily Profit. Gross Daily Profit gives us an easily comparable amount for any variety of different voyages. To calculate the Net Daily Profit, it is essential to include the Daily Running Costs. A shipbroker or ship manager is not concerned as to how that daily figure is made up but will simply want a lumpsum per day. It is the choice of the shipowner whether or not the capital costs are included in this figure however, whether capital costs are included or not, it is important to be consistent.
It is exceptionally challenging to estimate bunker consumption for heating cargo depending, as it does, on the temperature at which the cargo is loaded, whether in wing or center tanks, and on the ambient temperature of the sea and air during the voyage. Only the technical department can give an accurate estimation for this purpose as, without their available statistics, it can only be pure guesswork. Pumping and tank cleaning is simpler, however the technical department should be asked for an average bunker consumption based on experience.
Time Charter (TC) Voyage Estimation would be an extremely simpler operation if the ship is taken on delivery at the previous discharge port and redelivered on completion of the voyage in question. Shipowner or ship operator simply deduct the Daily Running Cost from the Hire earned per day to achieve the daily profit. Commission should be deducted to achieve the daily net profit. If there is any difference between the charter price of bunkers paid by charterers on delivery and the actual price paid by shipowners, this must similarly be taken into account in the calculations. In Time Charter (TC) Voyage Estimation, problems arise when the ship is not taken on hire immediately after the previous employment and allowance has then to be made, not only for the time lost to shipowners whilst the ship is unemployed, but also for the bunkers consumed during that period. The calculation is not challenging if the income and expenditure and the number of days for the entire voyage are considered. By grossing up the daily hire receivable for every day the ship is likely to be on charter and deducting the Daily Running Cost, the shipowner obtain the profit for the entire operation. Daily Running Cost must be charged not only for the trip period but also for the ballast or waiting time before hire commences plus any bunkers, port charges, canal dues, etc. which are incurred by the shipowners before commencement of hire. To calculate the daily profit it is then necessary to divide by the number of days involved which will include those days ballasting or waiting before ship delivery, not just the days the ship is on hire. By this method, the shipowner obtains a comparable number to be set against other Voyage Estimations.
In Voyage Estimation Example here below, a shipowner compares two (2) Voyage Estimations for his ship called MV HANDYBULK YAGMUR and selects the most profitable voyage. The question is presented here below provides all the data required to make the Voyage Estimation calculations. However, we simplified the problem that would normally arise in practice, where a shipbroker or ship manager would have to search all the data such as distances, and cheapest bunkers available.
Bunkers Remaining on Board (ROB) 300 mtons VLSFO and 40 mtons MGO
MV HANDYBULK YAGMUR carries a Safety Surplus of 50 mtons VLSFO and 15 mtons MGO at all times. These quantities to be allowed for in any cargo quantity calculation (DWCC) but not to be costed in voyage results.
MV HANDYBULK YAGMUR is anticipated to steam around 312 miles per day at sea (13 x 24 hours) weather permitting. Usually, percentages of days at sea are best rounded up to whole days for simplicity of calculation and to allow for any unexpected delays. However, in short voyage estimations, this is not realistic. Therefore, for the 475 nm (nautical miles) between Pemba (Mozambique) and Dar Es Salaam 1.5 days should be allowed (475/312 = 1.522) although this percentage can be disposed of in the final voyage days analysis by allowing a compensating 2.5 days to load in Dar Es Salaam. Dar Es Salaam to the Suez Canal is 3,650 nm (nautical miles) which, divided by 312 miles per day equals around 12 days. 2 days is allowed for the Suez Canal transit and a canal bunker consumption of 7 mtons VLSFO and 7 mtons MGO, these items can be entered. The final leg of 3,200 nm (nautical miles) from the Suez Canal to London should take about 10 steaming days.
We have completed the Voyage Itinerary, Bunker Consumption, and Cargo Calculation of the Voyage Estimation. Now, we are going to calculate and combine all voyage expenses. We start calculating the Bunker Costs:
MV HANDYBULK YAGMUR has on board 300 mtons VLSFO and 40 mtons MGO at the commencement of the voyage, VLSFO cost at USD 70 and MGO cost USD 45 per tonne. The bunker balance required 130 mtons VLSFO and 48 mtons MGO must be taken at Suez and the cost should be added accordingly. The estimated disbursements (Port DAs) at Dar Es Salaam, Suez Canal, and London should be entered into Voyage Estimation. Now, we are going to estimate the Despatch Money. To calculate Despatch Money, we should take the estimated cargo of 14,783 mtons and divide it by the loading rate of 1,500 tonnes daily which is approximately 10 days. Loading will take approximately 2 days, and this can be deducted, to leave 8 days.
35fe9a5643
voyage estimation free download
DOWNLOAD https://t.co/M729Ub7U0K
Ship Voyage Estimation is forecasting of costs and revenues. Unavoidably, Ship Voyage Estimation includes comparing one voyage with an alternative voyage to see which produces the most immeasurable yield. Ship Management or Shipbrokers are closely involved in Ship Voyage Estimation calculations. Ship Manager must be adequately aware of the process of voyage estimating. It is important to understand how numerous pieces of data, supplied by the ship manager, apply to the process of estimating the profitability of a proposed voyage.
Preferably, instead of actual distance, a shipbroker can think in terms of days steamed. For example, a speed of 14 knots works out at approximately 3 days per 1,000 nautical miles. Therefore, it is easy to remember that a transatlantic voyage from US Gulf to the Netherlands is performed in 15 days. Under this easy method, voyages can be calculated and remembered. After calculating the length of the sea voyage, a frame can be produced for Voyage Estimation.
Ship voyage should always be from the time and the place where the ship completes discharge of the previous cargo. Therefore, the first part of the voyage is the Ballast Leg unless the shipowner is fortunate enough to secure a cargo out of the port in which the ship has just discharged.
Some shipbrokers and ship managers commence the voyage at the loading port and follow the laden passage with a theoretical ballast back to the loading port again. However, while this view might be realistic for tankers, dry cargo tramp ships rarely proceed on the same voyage twice so this is rarely a practical solution. With distances to hand, it is not challenging to estimate the length of the sea passage including the Ballast Leg. Estimating the time spent in port can be a more prominent problem.
A shipbroker or ship manager should be very careful over the voyage route selected. Sometimes there are alternative routes and only a negligible difference will tilt the pendulum in favor of one or the other. A shipbroker or ship manager should consider bad weather, high canal tolls on one route, and cheaper bunkers on another. In Voyage Estimation, ship speed is another crucial factor. In some circumstances, it might be more beneficial to steam slowly and economize on bunkers.
Generally, the full-time allowance should be put in the Voyage Estimation and demurrage/despatch should be ignored. Furthermore, different criteria have to be used for Despatch Charters for particular trades such as sugar. It is very well-known that ships habitually load and discharge completely within their laytime and, however, shippers and receivers expect to earn considerable despatch money. Therefore, when comparing two voyages, Despatch Charters will present an abnormal disparity. Unfortunately, there is no shortcut to knowledge in such cases, and a shipbroker or ship manager must be aware of the trades where fast turn-rounds are to be found. In Despatch Charters, a shipbroker or ship manager should estimate a lesser port time than allowed. Therefore, a decent addition to the expenses must be made to cover the inevitable despatch money.
Canal Transit: canal transits unavoidably lengthens the voyage, therefore, a shipbroker or ship manager should allocate two (2) days each for passage through Suez Canal and Panama Canal in Voyage Estimation. Time might be lost for waiting and for the canal transit.
Bad Weather: usually a shipbroker or ship manager does not allow additional steaming time for possible bad weather unless it is certain from the nature of the voyage that delay will be experienced.
1- A shipbroker or ship manager preplans the voyage, duration, and bunker consumption. Preplanning enables a shipbroker or ship manager to observe at a glance just what is intended. This is called an itinerary.
In the Voyage Estimation process here above, in part three (3), bunker consumption is presumably the most difficult to calculate. Ship Bunkering is an art and no two voyages are likely to be the same, due to seasonal changes, price fluctuation, and the need to balance bunker prices against freight income.
The Voyage Estimation result can be calculated by subtracting expenses from income and dividing the result by the number of days taken for the voyage. The result is the Gross Daily Profit. Gross Daily Profit gives us an easily comparable amount for any variety of different voyages. To calculate the Net Daily Profit, it is essential to include the Daily Running Costs. A shipbroker or ship manager is not concerned as to how that daily figure is made up but will simply want a lumpsum per day. It is the choice of the shipowner whether or not the capital costs are included in this figure however, whether capital costs are included or not, it is important to be consistent.
It is exceptionally challenging to estimate bunker consumption for heating cargo depending, as it does, on the temperature at which the cargo is loaded, whether in wing or center tanks, and on the ambient temperature of the sea and air during the voyage. Only the technical department can give an accurate estimation for this purpose as, without their available statistics, it can only be pure guesswork. Pumping and tank cleaning is simpler, however the technical department should be asked for an average bunker consumption based on experience.
Time Charter (TC) Voyage Estimation would be an extremely simpler operation if the ship is taken on delivery at the previous discharge port and redelivered on completion of the voyage in question. Shipowner or ship operator simply deduct the Daily Running Cost from the Hire earned per day to achieve the daily profit. Commission should be deducted to achieve the daily net profit. If there is any difference between the charter price of bunkers paid by charterers on delivery and the actual price paid by shipowners, this must similarly be taken into account in the calculations. In Time Charter (TC) Voyage Estimation, problems arise when the ship is not taken on hire immediately after the previous employment and allowance has then to be made, not only for the time lost to shipowners whilst the ship is unemployed, but also for the bunkers consumed during that period. The calculation is not challenging if the income and expenditure and the number of days for the entire voyage are considered. By grossing up the daily hire receivable for every day the ship is likely to be on charter and deducting the Daily Running Cost, the shipowner obtain the profit for the entire operation. Daily Running Cost must be charged not only for the trip period but also for the ballast or waiting time before hire commences plus any bunkers, port charges, canal dues, etc. which are incurred by the shipowners before commencement of hire. To calculate the daily profit it is then necessary to divide by the number of days involved which will include those days ballasting or waiting before ship delivery, not just the days the ship is on hire. By this method, the shipowner obtains a comparable number to be set against other Voyage Estimations.
In Voyage Estimation Example here below, a shipowner compares two (2) Voyage Estimations for his ship called MV HANDYBULK YAGMUR and selects the most profitable voyage. The question is presented here below provides all the data required to make the Voyage Estimation calculations. However, we simplified the problem that would normally arise in practice, where a shipbroker or ship manager would have to search all the data such as distances, and cheapest bunkers available.
Bunkers Remaining on Board (ROB) 300 mtons VLSFO and 40 mtons MGO
MV HANDYBULK YAGMUR carries a Safety Surplus of 50 mtons VLSFO and 15 mtons MGO at all times. These quantities to be allowed for in any cargo quantity calculation (DWCC) but not to be costed in voyage results.
MV HANDYBULK YAGMUR is anticipated to steam around 312 miles per day at sea (13 x 24 hours) weather permitting. Usually, percentages of days at sea are best rounded up to whole days for simplicity of calculation and to allow for any unexpected delays. However, in short voyage estimations, this is not realistic. Therefore, for the 475 nm (nautical miles) between Pemba (Mozambique) and Dar Es Salaam 1.5 days should be allowed (475/312 = 1.522) although this percentage can be disposed of in the final voyage days analysis by allowing a compensating 2.5 days to load in Dar Es Salaam. Dar Es Salaam to the Suez Canal is 3,650 nm (nautical miles) which, divided by 312 miles per day equals around 12 days. 2 days is allowed for the Suez Canal transit and a canal bunker consumption of 7 mtons VLSFO and 7 mtons MGO, these items can be entered. The final leg of 3,200 nm (nautical miles) from the Suez Canal to London should take about 10 steaming days.
We have completed the Voyage Itinerary, Bunker Consumption, and Cargo Calculation of the Voyage Estimation. Now, we are going to calculate and combine all voyage expenses. We start calculating the Bunker Costs:
MV HANDYBULK YAGMUR has on board 300 mtons VLSFO and 40 mtons MGO at the commencement of the voyage, VLSFO cost at USD 70 and MGO cost USD 45 per tonne. The bunker balance required 130 mtons VLSFO and 48 mtons MGO must be taken at Suez and the cost should be added accordingly. The estimated disbursements (Port DAs) at Dar Es Salaam, Suez Canal, and London should be entered into Voyage Estimation. Now, we are going to estimate the Despatch Money. To calculate Despatch Money, we should take the estimated cargo of 14,783 mtons and divide it by the loading rate of 1,500 tonnes daily which is approximately 10 days. Loading will take approximately 2 days, and this can be deducted, to leave 8 days.
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