OM in the News: Pollution and Sustainability on the Seas

Some shipowners want to avoid the financial impact of investing in new fuel and equipment to meet environmental targets by simply slowing ships down.

The new editions of our OM texts feature Celebrity Cruises, and Supp. 5 (Sustainability in the Supply Chain) includes a video case study called “Saving the Waves at Celebrity Cruises.” This recent article in The Wall Street Journal (May 11, 2019) provides a complementary discussion of sustainability issues at sea, as more than 100 shipowners have just signed a UN motion calling for slower sailing speeds to cut greenhouse gas emissions.

The measure could ripple across international supply chains, with products taking more time to be delivered and cargo owners paying more for transport costs because of the longer sailings. But some container carriers oppose the slow-steaming plan, which they believe would undermine their efforts to improve service in the time-sensitive supply chains of their big consumer-goods customers.

Ships move the world’s commodities like oil, iron ore and grains and the vast majority of manufactured goods, including cars, home appliances, clothing and food. They also contribute around 3% of the world’s global pollution, an amount comparable to major emitting countries.

A new maritime environmental target takes effect Jan. 1st,, when vessels will be required to slash sulfur emissions that come from burning the heavy oil that powers ships. International Maritime Organization members have also agreed to improve ship fuel efficiency by 30% by 2025 and to slash greenhouse gas emissions by half by 2050, compared with 2008 levels.

Much of the sulfur-emissions reduction will come from using new low-sulfur fuel that oil refiners are preparing for the market. Operators also are buying equipment known as scrubbers that treat engine exhaust. The shift will add up to $15 billion a year to fuel costs industrywide.

Classroom discussion questions:

  1. What are the tradeoffs shippers and cruise lines are facing?
  2. What issues impact sustainability on the seas?

Introducing Our Newest Text Editions

Has it been three years already? I guess so, since our newest editions of Operations Management (13th ed.) and Principles of Operations Management (11th ed.) are due out on January 15th! Jay and Chuck and I really excited about all the new features in these books and in MyLab Operations Management. Over the next few weeks we will highlight the changes for you. But today, we want to describe the themes of the books.

About 21 years ago, Jay and I decided to focus on a different well-known company in each edition. We created a series of video case studies featuring the strengths of each firm, and discussed those firms throughout the edition. The covers of each edition, starting with Hard Rock in 2001, also tied the book to that organization. Arnold Palmer Hospital followed, then Darden (Red Lobster/ Olive Garden), Frito-Lay, the Orlando Magic, and Alaska Airlines. As you see, we provide students with a broad coverage of industries, stressing the service sector, as that is where most jobs lie. The idea is to show how important OM is in the real world, with these 45 motivational short films.

With our new editions, we decided to talk about the floating cities called cruise lines. What a vast range of OM issues are faced by the Captain of a vessel with 3,000 passengers and 1,800 crew from three dozen countries! The featured firm, on the covers as usual, is the leader in the “premium” market, Celebrity Cruises, based in Miami. We think the students will really enjoy the five new video cases, which are featured in Chapter 1 (overall use of OM) , Chapter 5 (design of the new ships), Supplement 5 (sustainability), Chapter 6 (quality), and Chapter 12 (inventory). We will take you inside this cruise line for a fascinating look at how operations drives almost every decision on board. Welcome aboard!

Barry in the Celebrity Edge control room on its maiden voyage this week.