On watch Crude oil tanker management Dubai · U.A.E.
Orsarica Shipping is an owner-side technical manager for crude oil tankers, working out of Dubai. We keep tonnage in class, off the detention list and under way — and we show you the arithmetic behind every decision.
Specialisation is not a limitation here, it is the method. Cargo tank coatings, inert gas plant, crude oil washing, pump room integrity and the vetting regimes are not a chapter in our manual — they are the manual. An owner talking to us never has to explain how a tanker earns its money.
Orsarica Shipping L.L.C - FZDubai
§ 01 Scope of management
Eight disciplines, one accountable team. Take the full scope or bolt on a single workstream — the reporting line does not change.
The maintenance plan is built from the maker's manual and then corrected by what the machinery is really doing. Running hours, vibration and lube-oil analysis feed the plan; a defect that slips twice is escalated to the owner in writing, not quietly re-dated.
Statutory and class surveys sit on a rolling calendar well ahead of their windows. SIRE 2.0 and CDI preparation is run on board with the officers, including the human-factors elements that now carry the observations. Port state readiness is checked against the current Paris and Tokyo MoU concentrated inspection campaigns.
Spares, stores, lubricants and bunkers through an audited supplier panel in the ports our trade touches. We have no in-house trading arm and take no supplier commission — our management fee is the only money we make from your vessel, and the quote file is open to you at any time.
Docking starts well before the window with a condition-based scope rather than a copied specification. We tender to pre-qualified yards in the main repair centres, place our own site team for the duration, and hold a signed change-order log the owner can read daily.
We work alongside the crew manager rather than around them. Senior officers are briefed on the specific machinery and cargo system before they join, familiarisation is verified on board rather than signed off ashore, and MLC 2006 conditions are checked at every superintendent attendance.
A monthly technical report: condition, open defects by age, budget versus actual by account, and what changed since last month. Every figure in it is a figure the superintendent also works from. The owner holds their own dashboard credentials.
A safety management system nobody reads is a liability. Ours is written for the people using it, audited on a published calendar, and revised when the ship tells us it is wrong. Incident investigation goes to root cause — "crew error" is a symptom, not a finding — and corrective actions are tracked to closure.
Noon reports and torque data are reconciled against weather hindcast so hull fouling is separated from the voyage. The vessel carries a multi-year CII trajectory with the intervention points marked. EU ETS surrender and FuelEU Maritime reporting are prepared ahead of the deadline, not against it.
§ 02 The vessel
What a superintendent actually walks through on boarding. Scroll the list — the profile follows.
01 — Cargo space
Coating breakdown and pitting in the cargo tanks decide what the vessel may load and how long she stays on class. Surveys run on a fixed cycle rather than when something is found, and repair scopes are written against the real trading pattern, not the design one.
02 — Cargo handling
Discharge rate is the commercial clock at every terminal, and the pump room is where a tanker's risk is most concentrated. Cargo pump performance, gas detection, bilge alarms and manifold condition are monitored and tested, never assumed.
03 — Safety system
No inert gas means no cargo, and there is no workaround at the berth. Scrubber, blowers, deck seal, P/V valves and oxygen analysers are kept inside their tolerances, with calibration records that survive a vetting inspection rather than merely exist.
04 — Structure
Ballast tank coatings and steel renewal drive the biggest line in any docking budget, so they are surveyed early and planned for, never discovered. Hull and propeller fouling is separated from the weather before anybody is billed for a cleaning.
05 — Propulsion
Main engine performance, boiler condition and auxiliary reliability decide whether a fixture is kept. Cylinder condition monitoring, turbocharger and fuel system management run against the actual fuel in the tanks, not the grade on the bunker note.
06 — The people
Every vetting inspection really begins here: navigation equipment and records, bridge procedures, living conditions and the state of the paperwork. MLC 2006 compliance is checked where the crew live, not in a folder ashore.
§ 03 Doctrine
Technical management is a trust business, so we put the terms in writing. Each of these is a clause in our management agreement, not a slogan.
01
Our technical superintendents are former Chief Engineers and Masters with class-recognised qualifications and tanker time behind them. The person who answers your call has personally run the machinery under discussion.
02
A superintendent's portfolio is capped, and the cap does not move to accommodate new business — we add superintendents instead. The ratio is printed in the monthly report so you can see it has not quietly drifted.
03
No undisclosed supplier rebates and no in-house trading arm. You see the quotes we received, the one we chose and why. Our management fee is the only money we make from your vessel.
04
Pre-negotiated terms with repair yards in the main centres — the Gulf, Türkiye, China and northern Europe — and an audited spares panel in the ports the crude trade actually touches. Response in an unfamiliar port is a problem we solved before you had it.
05
IMO, flag and port state requirements are mapped well ahead of their dates — CII trajectory, ballast water compliance, EU ETS surrender. Compliance is a diary entry here, never an emergency.
06
Weather-corrected performance, condition monitoring and defect ageing feed the maintenance plan directly. We do not build dashboards that nobody acts on, and we do not charge you for them.
§ 04 Takeover
Changing technical manager is the riskiest month in a vessel's year. This is the sequence we run — and the one you can hold us to.
Every figure in our monthly report is one our superintendents also work from. If it flatters us, it is not a report — it is marketing.
§ 05 Office
Working hours that overlap the Gulf loading terminals in the morning and northern Europe in the afternoon. Attendance anywhere in the world inside twenty-four hours.
§ 06 Enquiries
Year built, flag, yard, trading pattern. Within five working days you will have a named superintendent, a draft scope of management and an indicative fee.