[BCM] [PIL] [E3] [BIA] [DP] [CBF] [1] Vessel Operations and Fleet Management

[Business Impact Analysis] [Detailed Business Processes] [CBF-1]

Bann_BCM_BIA_Detailed Business Processes

Part 1: Identification of Business Functions

CBF-1 Vessel Operations and Fleet Management

The Vessel Operations and Fleet Management function lies at the heart of Pacific International Lines (PIL)’s service delivery and operational excellence.

This Critical Business Function (CBF-1) encompasses the management, deployment, and coordination of PIL’s fleet of vessels, ensuring seamless global shipping operations.

It includes vital processes such as voyage planning, crew management, marine compliance, and emergency response—all of which support the timely and efficient movement of cargo across international ports.

In the context of Business Continuity Management (BCM), identifying and understanding the sub-processes within this critical function is paramount. Each sub-CBF directly contributes to the delivery of PIL's core products and services.

In this section, we identify these sub-functions and define their corresponding Minimum Business Continuity Objectives (MBCOs) at the business unit level, aligning them with PIL’s overall resilience strategy.

The MBCO represents the minimum level of service or output that must be maintained during a disruption to meet essential operational, customer, and regulatory requirements.

Table 1: Detailed Sub-CBF of CBF-1 Vessel Operations and Fleet Management

Sub-CBF Code	Sub-Critical Business Function	Description of CBF	Business Unit Minimum Business Continuity Objective (MBCO)
CBF-1.1	Vessel Scheduling and Voyage Planning	Develops and maintains vessel schedules; plans voyages for fuel and time efficiency	Maintain updated voyage plans and adjusted schedules for all deployed vessels (100%)
CBF-1.2	Fleet Deployment and Allocation	Allocates vessels based on cargo demand, route requirements, and operational needs	Ensure deployment of a minimum of 80% of the available fleet to critical trade routes.
CBF-1.3	Shipboard Crew Management	Oversees recruitment, certification, and assignment of ship crew	Ensure minimum crewing compliance on all active vessels within 24 hours
CBF-1.4	Marine Technical Management	Ensures vessels are maintained, seaworthy, and compliant with technical standards	Maintain the seaworthiness of at least 80% of the active fleet within 48 hours of disruption
CBF-1.5	Bunker Fuel Management	Manages procurement, supply, and optimisation of marine fuels	Secure fuel for 100% of scheduled voyages in the next 72 hours
CBF-1.6	Compliance with Maritime Regulations	Ensures adherence to international and flag state maritime laws	Maintain documentation and compliance reporting for all vessels under operation
CBF-1.7	Vessel Tracking and Monitoring	Monitors the real-time location and status of vessels	100% tracking coverage for vessels at sea or in transit at any time
CBF-1.8	Emergency Response and Incident Management	Coordinates onboard and fleet-level emergency actions and crisis responses	Activate emergency protocols for incidents within 1 hour of notification
CBF-1.9	Port Operations Coordination	Manages port schedules, berthing, and cargo handling coordination	Ensure port coordination for 100% of vessels due to arrive within 48 hours
CBF-1.10	Third-party Contractor and Vendor Management	Oversees service providers, including repair, logistics, and supply contractors	Maintain service continuity with critical vendors supporting 80% of the fleet.

Summing Up ...

This section outlines the foundational framework for understanding and managing the resilience of PIL's Vessel Operations and Fleet Management.

The identification of sub-critical business functions and the assignment of Business Unit MBCOs serve as critical inputs into the Business Impact Analysis (BIA) and recovery strategy development.

By defining the minimum acceptable levels of output during a disruption, PIL ensures that it can maintain essential maritime services while safeguarding customer commitments, legal obligations, and operational integrity.

The next step in the BCM planning methodology will involve quantifying the impacts of downtime for each Sub-CBF and establishing time-based recovery parameters (RTO and RPO).

Business Continuity in Maritime Logistics: A PIL Perspective on BCM
eBook 3: Starting Your BCM Implementation
MBCO	P&S	RAR T1	RAR T2	RAR T3	BCS T1	CBF

CBF 1: Vessel Operations and Fleet Management
DP	BIAQ T1	BIAQ T2	BIAQ T3	BCS T2	BCS T3	PD

More Information About Business Continuity Management Courses

To learn more about the course and schedule, click the buttons below for the BCM-300 Business Continuity Management Implementer [BCM-3] and the BCM-5000 Business Continuity Management Expert Implementer [BCM-5].