Investigation of springing responses on the Great Lakes ore carrier, M/V Stewart J. Cort : final report /

"Report no. CG-D-17-81."

Economic support shipping /

Mode of access: Internet.

Analysis of wave attenuation and shore protection of a bulk carrier ship performing as a detached floating breakwater

Análisis de la atenuación del oleaje por un carguero funcionando como dique flotante y aplicación a dos casos de protección portuaria y costera. The effectiveness of a bulk carrier working as a detached floating breakwater to protect a stretch of coast and form salients or tombolos is assessed in this paper. Experiments were conducted in the Madrid CEDEX facilities in a 30 m long, 3 m wide, 1/150 scale flume. The bulk carrier ship is 205 m long, 29 m wide and 18 m in height with a draught of 13 m, and has been subjected to irregular waves with significant heights from 2 m to 4 m and peak periods from 6 s to 12 s at a depth of 15 m, all prototype dimensions. Three probes were placed between the wave paddle and the ship to record incident and reflected waves and four probes were placed between the ship and the coastline to measure the transmitted waves. Transmission, reflection and dissipation coefficients (Ct, Cr, Cd) were calculated to determine wave attenuation. Results show good shelter in the lee of the ship with values of Ct under 0.5 for peak periods from 6 s to 11 s. In addition, forces on the mooring chains were measured showing maximum values of about 2000 tons at a 10 speak period. Finally, two analytical models were used to determine the shoreline’s response to the ship’s protection and to assess the possible forming of salients or tombolos. According to the results, salients - but not tombolos - are formed in all tests.

Activity-based life cycle costing model for cost estimation and monitoring – Case: manned and autonomous dry bulk carrier

Recent developments in automation, robotics and artificial intelligence have given a push to a wider usage of these technologies in recent years, and nowadays, driverless transport systems are already state-of-the-art on certain legs of transportation. This has given a push for the maritime industry to join the advancement. The case organisation, AAWA initiative, is a joint industry-academia research consortium with the objective of developing readiness for the first commercial autonomous solutions, exploiting state-of-the-art autonomous and remote technology. The initiative develops both autonomous and remote operation technology for navigation, machinery, and all on-board operating systems. The aim of this study is to develop a model with which to estimate and forecast the operational costs, and thus enable comparisons between manned and autonomous cargo vessels. The building process of the model is also described and discussed. Furthermore, the model’s aim is to track and identify the critical success factors of the chosen ship design, and to enable monitoring and tracking of the incurred operational costs as the life cycle of the vessel progresses. The study adopts the constructive research approach, as the aim is to develop a construct to meet the needs of a case organisation. Data has been collected through discussions and meeting with consortium members and researchers, as well as through written and internal communications material. The model itself is built using activity-based life cycle costing, which enables both realistic cost estimation and forecasting, as well as the identification of critical success factors due to the process-orientation adopted from activity-based costing and the statistical nature of Monte Carlo simulation techniques. As the model was able to meet the multiple aims set for it, and the case organisation was satisfied with it, it could be argued that activity-based life cycle costing is the method with which to conduct cost estimation and forecasting in the case of autonomous cargo vessels. The model was able to perform the cost analysis and forecasting, as well as to trace the critical success factors. Later on, it also enabled, albeit hypothetically, monitoring and tracking of the incurred costs. By collecting costs this way, it was argued that the activity-based LCC model is able facilitate learning from and continuous improvement of the autonomous vessel. As with the building process of the model, an individual approach was chosen, while still using the implementation and model building steps presented in existing literature. This was due to two factors: the nature of the model and – perhaps even more importantly – the nature of the case organisation. Furthermore, the loosely organised network structure means that knowing the case organisation and its aims is of great importance when conducting a constructive research.

Direct support and general support maintenance manual : carrier, cargo, tracked, 6-ton, M548 (2320-078-4545).

"August 1974."

Operator's manual : carrier, cargo, tracked, 6-ton, M548 (2350-00-078-4545) and M548A1 (2350-01-096-9356).

Includes index.

Direct support and general support maintenance manual : carrier, cargo, tracked, 6-ton, M548 (2320-078-4545).

Includes index.

Hand receipt manual covering basic issue items (BII) and additional authorization list (AAL) for carrier, cargo, tracked, 6-ton, M548, national stock no. 2350-00-078-4545.

"October 1978."

Organizational maintenance, carrier, cargo, tracked, 1 1/2 ton, M973 small unit support vehicle (SUSV) (NSN 2350-01-132-9099).

Includes index.

Direct support and general support maintenance manual : carrier, cargo, tracked, 1 1/2 ton, M973 small unit support vehicle (SUSV) (NSN 2350-01-132-9099).

Includes index.

Operator's manual : carrier, cargo, tracked, 1 1/2 ton, M973, small unit support vehicle (SUSV) (NSN 2350-01-132-9099).

"March 1984."

Organizational maintenance : carrier, cargo, tracked, 1 1/2 ton, M973, small unit support vehicle (SUSV) (NSN 2350-01-132-9099).

"11 March 1988"--Change no. 1.

Organizational, DS, GS, and depot maintenance manual : installation of radio set AN/GRC-106 in carrier, cargo, amphibious M116.

"29 April 1966."

Scott Misener Steamships Co. Ltd. Records, 1965, 1967, 1972-1977, 1987, n.d.

Ontario Editorial Bureau (O.E.B.)

Upper Lakes Shipping Ltd. fonds 1955-1990, n.d. (non-inclusive)

In March 1931, Captain Bruce Angus was sent to Sarnia by Gordon C. Leitch, general manager of Toronto Elevators. He was sent to inspect the Sarnian to ensure it was still seaworthy. Leitch was a savvy business man, who had been active in the business community for a number of years. Leitch began his career with a partner in the lumber business. When that went under he moved into graineries and worked for the Winnipeg Wheat Pool for 12 years. After Winnipeg he moved to Toronto, which was closer to his home town of Ridgetown, Ontario. In Toronto Leitch became manager of the Toronto branch of the Canadian Wheat Pool. While managing the wheat pools in Toronto Leitch became aware of huge costs associated with shipping the grains from the praries into the Toronto area. He felt that there was no need for such costs and decided to do something to make them better and cheaper for the business. Originally the grain was loaded onto Lakers that would bring the grain from the praries to Lake Huron and Georgian Bay. It was stored there until needed by the Toronto graineries and then hauled across land by either truck or train. The land journey was the most expensive and the one which Leitch wanted to eliminate. This was a fine plan except for 2 obstacles that were quickly overcome. First of all the Welland canals were not large enough to accommodate the large carriers that were bringing in the grain. This was changing as the expansion and widening of the canals was already underway. The second issue was the lack of storage in Toronto for the grain. The grain elevators had been destroyed by fire in the late 1880s and never replaced. Leitch propsed his company built its own storage elevators along the water front to allow not only for easier access to the grain, and more timely production of products. The elevators would aslo create a reduction in shipping costs and an overall more competitoive price for the customers of the grainery. The company refused, so Leitch went elsewhere to friends and contacts within the grain industry. The elevators were built and Leitch quit his job with the Canadian Wheat Pool and became the general manager of the elevators. Although the elevators were built and ready for storage the next issue was filling them. None of the carriers wanted to do business with Leitch because the competition in Georgian Bay threatened to cancel their contracts if they did. Leitch saw no way around this, but to provide his own transportation. This is when he sent Captain Bruce Angus to scout out potential ships. The ship was purchased for $37,000 and after another $30,000 was spent to fix it up, it was ready for business. The need for transportation and the finding of a seaworthy ship, lead to the beginnings of the Northland Steamship Company. The Sarnian proved to not be enough for the business underway. Leitch decided another ship was necessary. He joined forces with James Norris the owner of the Norris Grain Company. He proposed they join forces to create a more economical means of transportating their products.