ࡱ> 7 EbjbjUU 9l7|7|=5l  T T T h """8T","\h c4."(#&#&#&#KtKtKt3333333$6 8D3-T KtnKtKtKt3=&#&#K4===Kt.&#T &#3=Kt3=p= \(V T 3&#" `Sb.Jh "yw/3,340c408{<83=h h  CORE COMPETENCES FOR A SHIPYARD COMPANY Ivica Veza, Vinko Belak* Faculty of Electrical Engineering, Mechanical Engineering and Naval Architecture R. Boskovica bb, 21000 Split, Croatia, E-mail:  HYPERLINK "mailto:iveza@fesb.hr" iveza@fesb.hr *Faculty of Economics Matice hrvatske 31, 21000 Split, Croatia, E-mail:  HYPERLINK "mailto:vbelak@efst.hr" vbelak@efst.hr Abstract Market orientation, i.e. production and/or provision of services for the specific customer can be identified as one of the most significant factors in securing market survival. Besides, the market turbulence requires continuous adaptation to the global trends, which correspond to high quality, standard-compliant products and services; lower time to market and time to customer; lower prices, based on the target costing model; more complex products and production processes, etc. Therefore, it could be suggested that the time becomes a significant issue related to competitive success the big fish do not eat the small ones, but rather the agile eat the slow ones. Following the idea that the only the fact of change remains the same, agility and flexibility requirements are increased by the changes of society, market, process, and product structure. Continuous success is accomplished by the enterprises which both optimize their business processes and identify/penetrate into new markets. Numerous enterprises are looking into different manners of achieving these objectives, with many of them striving to maintain and further optimize their core competencies, while outsourcing the strategically insignificant competencies. Starting with diverse technologies and manufacturing skills as a source of a core competency as a strategic asset, it can be stated that such assets further enable an enterprise to develop diverse products and/or services. This paper discusses the core competences of BRODOSPLIT Shipyard Company, located in Split, Croatia. By utilizing the case study methodology, the outsourcing-based restructuring model of BRODOSPLIT is developed, with the intention of identifying core activities of the shipyard, which should be kept within the enterprise and further optimized. At the other hand, the standard/strategically insignificant activities are to be outsourced into the network of small and medium-sized businesses. 1. INTRODUCTION In approach to this subject, it is necessary to specify the following initial assumptions (Sladovljev, 2002): Ship is a final product of the shipyard, yet it contains all sorts of products characterized by high degree of a final processing of the supporting industry and various handicraft trades. Ships as well as the other products of the shipyard present its capital objects thus having their significant multiple impact not only on the entire region's economy but also on the economy of the Republic of Croatia as a whole. The Croatian Naval Architecture, taken as an extremely export activity, may have a significant effect on the country's positive commercial balance sheet. The efforts of making the national naval architecture's business network stronger and the increase of domestic component in the ship's value structure consequently influence a growth of indirect export realized through a ship as the final export product. The world practice recognizes the naval architecture as an intense work industry. Through Naval Architecture Croatia is introduced with the international standards of quality and business, therefore promotes its technological development as well as its own human resources in a various scientific and professional levels. It is worth to point out that all previous theses have contributed a lot to the importance and significance of the Naval Architecture, and therefore should be considered in the context of a cranky and demanding world's naval architecture market, including its great and cyclical changes of supply and demand. The Brodosplit shipyard's business experience up until now can be shortly characterized as following: business with loss, low productivity, cost oversize out of contract's calculation, specially process costs, significant share of cooperation's working hours in comparison with a total capacity of the shipyard, low degree proportion of its own capacity in construction work, high degree proportion of cooperation causes its fixing the costs and terms, losses of its own production's capacity in work hours in a regular working time, delay in terms of delivery, great number of changes, even in a repeated construction works, high proportion of failures (documentation failures, failures in technology, materials, etc.), low degree of equipped sections before the embedding, insufficient number of high quality workers in key professions, functional organization structure with elements of project organization, absence of consistent model in cost management, great dubious inheritance from the past. On the other side, small economy of the Splitsko-Dalmatinska County dominates not only in number but also with its increasing participation in the basic economic parameters: it is organized in more than 99% of the total number of economic subjects, it employs more than 67% of the total employment of County's economy with a tendency of growth, it also realizes the highest level of total income, with more than 2/3 of the total County's economy income, it still presents the only part of County's economy that makes business with net profit (total profit is greater than total loss. Taking all mentioned points into consideration it is to conclude that small and medium-sized businesses are significant and relatively the most successful subjects in the economic development of Splitsko-Dalmatinska County. Nevertheless, it is obvious that there is a great potential and possibility for the increase of proportion of domestic component (material inputs) in ship's architecture. At the same time, this implicates that there is a possibility of significant increase in exploiting existing capacities as well as in founding a new productive capacities in this segment of economy. That is also a chance for development of small and medium entrepreneurship not only in the region of Dalmatia but in Croatia as a whole and it will definitely contribute to the development of Croatian Naval Architecture's small economy subsystem. This paper presents a concept of restructuring and adjustment of Brodosplit and a total naval architecture activity in the Splitsko-Dalmatinska County, with all requirements from the environment, stressing the importance of consolidation of broader naval architecture's business system and its impact on the development of County's small economy. 2. MODULAR SHIPYARD DESIGN Due to a quite complex situation in the naval architecture's segment of world's market and aiming to survive, shipyards make their efforts in using the potentials in order to apply rationalization and to increase flexibility. Reducing the costs, adjusting itself to the various needs of buyers and promptly reacting on a cranky environment demands, present the elements worth to take into consideration and to focus on. Therefore, Brodosplit is trying to optimize its core competencies and to realize modular shipyard concept. Modular shipyard, beside all, implicates maximum harmonized structure of buildings and facilities, as well as logistic and organization, in order to achieve higher competitiveness and to approach the shipyards the "Best-in-Class". According to analysis the greatest possibility of saving offers the level of organization and the one of product/production design. However, besides the investing in modern technique (devices, cranes, procedures), and a change of the organization' s structure, it is necessary to ensure efficient use of all employees potentials. In order to ensure successful business activity in the future, the staff is expected to meet the following demands: competencies to resolve problems, systematic thinking (teamwork), and intelligent work. Introducing teamwork in the working processes in a sense of buyer-supplier relationships as well as in the managerial structures defining the goals and tasks, teamwork should be therefore, implement in the entire shipyard. To realize modular shipyard project it is necessary to determine core competencies (Prahalad & Hamel, 1990) in Brodosplit, which will continue to take place inside the shipyard and to point out the steps for their improvement. On the other hand, already mentioned, so-called standard capabilities which are not so essential for Brodosplit, have to be put apart as small and medium-sized companies connected in the same network (outsourcing). ARIS methodology (Sheer, 1999) has been used to present Brodosplit's business processes. It enables graphic presentation of business processes trough developed software on four levels: organization (workplaces), functions (performance of the activities), resources (basic means, documentation, material, and the like) and production program. 2.1. Modular shipyard characteristics Basic characteristics of modular shipyard are as follows: enables fixed costs minimization, performs basic business, projective and engineering functions, composition, testing and receive-deliver tasks, all other tasks carries on cooperative shipyards through the system of participation in common product, chooses partners from near but also from the wider environment, establishes partnerships on a base of quality of components and services, price competitiveness, warranty on the terms of delivery, agreed ways and conditions of payments with the participation in business risk, bears entire responsibility towards ship owner and classification's company on the basis of an entire contract and ship's quality, in a whole, as well as in specific areas, and agreed the terms of delivery, coordinates work of its own and cooperative facilities, insures close relationships with all participants in process, by long-term agreements and contracts, purchases materials and equipment upon optimum conditions, insures partners in different phases of construction, with different productive profiles and different forms of ownership, supervises and controls results of partners work, and indirectly affects their working process, puts up, if possible, process or team organization in functional organization's structure. 2.2. Determination of core competencies inside the modular shipyard Several meetings were held between the partners on project and responsible experts from Brodosplit, which led to the analyses about basic activities that can be taken in modular shipyard and also other activities that can be done in small and medium-sized companies. Rough plan of shipyard's organizational restructuring into a type of modular shipyard is shown in Figure 1. It brings principal suggestion of the activities that may go inside modular shipyard and also the activities inside small and medium-sized companies that would be connected with modular shipyard. However, it is necessary to pay attention to the potential limitations in the implementation of shipyard's new organization concept based on "core business", and also in extracting the individual organization's units into the independent companies. The mentioned limitations are potentially connected with different areas of business process organization: market, technology, human resources, finance, and the like. That is why, the only possible approach in the process of Brodosplit Group organizational restructuring, that can be taken by a specific, individual evaluation and elaboration of market's and other potentials for each organization's units, predicted for extracting and independent business activity, but still holding on the further significant participation in the entire naval architecture business system. Extracting process of each of organization's units needs to be based on realistic criteria which will grant, on one side, their durability as independent commercial company, and on the other side, long-term and stable service-providing of this unit to the modular shipyard Brodosplit. In that context, it is necessary to observe all segments of re-organization and restructuring process, primary in terms of today's facilities, but also in terms of connections and relationships with, in the future, also re-organized and restructured modular shipyard.         Figure 1. Basic activities suggestion within the modular shipyard Brodosplit, and small and medium-sized companies It is obvious that the process of extraction, restructuring and adjustment of individual organization's unit to the market's conditions, will demand several steps to be made: increase of capacity's utilization degree, apropos productivity increase; reduction of failure's proportion, adjustment of organization's structure and the increase of efficiency in business activity organization (especially preparation phase) in new conditions including the possibility of rationalization according to the results of analyses and separating processes or parts of processes that "stays" inside the modular shipyard. On the basis of re-organization and restructuring, it will be necessary to revaluate costs of performing tasks of each individual organization's unit, but also the costs of external support and today's common services, keeping in mind the possibility of independent organization of some functions or the possibility that some services of the modular shipyard to a single organization unit compensate with cheaper services from external environment, and so the like. In the second phase, organization's units separated in this way will be connected with the companies inside and outside the Splitsko-Dalmatinska County (Figure 2). 3. CONCLUSION Besides the previously elaborated organization's reengineering, it will be necessary to parallel raise technological level by investing in new equipment. This is especially significant because of the reason that old equipment may disable efficiency of transition to modular shipyard type. On the other side, old equipment causes greater costs in technological and production process as well. It is also worth to point out that the same effect will be achieved in 15 times greater investing in equipment compared with the changes in organization's structure. After organizational and technological restructuring final and measurable objective would be to achieve annual gross profit of $320 to $350 mill. This could be done progressively, in the following 2 phases: phase: achieve annual productivity of 7-8 ships (from today's 4-5 ships), which means 110 days/ship on the slipway, or 40 Wh/cGT, or annual gross income of $200 to $250 mill. phase: achieve annual productivity of 10 ships, which means 75 days/ship on the slipway, or 30 Wh/cGT, or annual gross income of $320 to $350 mill. Shipyard restructured in this way would have much more competitive capability and a greater chance for survival on the market.                 Figure 2. Brodosplit-Shipyard relation concept with external resources In this way a concentration of individual production's processes/services would be achieved and with a synergic effect this would include increased competitiveness of related companies and more chances for their survival on today's cranky-increasing market. REFERENCES Prahalad, C.K.; Hamel, G.: The Core Competence of the Corporation. Harvard Business Review, (1990) Nr. 5-6, s. 79-91. Scheer, A.W.: ARIS - Business Process Framework, Springer Verlag, Berlin Heidelberg New York, 1999. Sladoljev, }. (Editor):  Hrvatska u 21. stoljeu  Strategija razvitka brodogradnje, Zagreb, 2002.  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