Veson Nautical’s latest report contends that the primary hurdle for maritime firms racing to integrate artificial intelligence into chartering, operations, compliance, and commercial processes is not the decision to adopt AI, but the robustness of the foundational systems required to sustain it. Titled Maritime AI Foundation, the document outlines five critical questions for shipping leaders as AI uptake quickens across the sector.

Read also: Shipfix: How NLP and AI Transformed Shipping Communication by 2026

The first question examines whether AI tools are truly tailored for maritime contexts. While generic AI can identify patterns and produce text, shipping demands nuanced comprehension of voyage economics, laytime clauses, demurrage liabilities, and operational interdependencies. The report asserts that systems designed specifically for maritime workflows will eventually surpass general-purpose AI solutions applied to shipping tasks.

The second issue revolves around proprietary operational data. Shipping companies are increasingly aware that competitive edges in AI will stem less from public large language models and more from the caliber of their own structured operational data. If voyage, port call, and commercial information is scattered or inadequately recorded, AI outputs risk being unreliable.

Third is the matter of workflow integration. Rather than operating as separate aids, AI must be woven directly into commercial and operational workflows. Contract terms, cost projections, and voyage logic must flow automatically through systems in real time for AI to progress from trial phases to routine use.

The fourth element concerns the system of record. Numerous shipping firms still rely on multiple disconnected platforms and spreadsheets, generating conflicting versions of reality for voyages, contracts, and market positions. AI built on inconsistent data foundations may exacerbate confusion rather than enhance decision-making.

The final question addresses scale and network effects. AI systems improve with exposure to wider operational contexts, meaning platforms with larger user bases and more extensive shipping datasets could gain a structural edge over isolated internal deployments.

These topics resonated strongly during last month’s AI, Digitalisation and the Dry Bulk Workforce session at Geneva Dry, where panelists frequently highlighted the friction between technological capability and organizational preparedness. Scott Bergeron of Oldendorff Carriers remarked that most attendees are likely still figuring out how to deploy AI and have not yet focused on its governance. Moderator Cynthia Worley of Sedna pointed out that the EU AI Act will be fully enforced later this year, imposing fines up to EUR35 million or 7% of global annual turnover for firms unable to demonstrate AI governance. A hand count revealed that nearly no one in the audience had heard of the regulation before that week.

Bergeron drew a parallel to radar, observing that many radar-assisted collisions have occurred, so radar was not a definitive solution. He expressed a deeper worry about generational shifts, questioning who will be available in a decade to challenge AI outputs when subject matter experts are scarce. Ingrid Kylstad of Klaveness Digital disagreed with the radar analogy, arguing that AI is more transformative because even its creators do not fully grasp how it reasons or reaches conclusions. She cited a recent choice to forgo hiring a business analyst, as AI tools combined with skilled staff could handle the role.

Marfin Management CEO Alex Albertini advised against viewing AI as a means to reduce headcount, emphasizing that AI offers a chance to expand operations with the existing workforce. He introduced the concept of saboteur syndrome, where employees fearing job loss become the primary internal barriers to AI adoption, actively sabotaging implementation. Change management, he concluded, is now as vital as the technology itself. Alberto Perez of Lloyds Register provided a practical measure, noting that possessing a tool differs from deriving value from it, and referenced a consistent insight from the organization’s Digital Maturity Index that companies often underestimate their AI maturity compared to peers.

For further discussion on this subject, the Fairmont Hotel will host the SplashTech Digital Leaders Forum and the AI, Digitalisation, And The Maritime Workforce panel on September 24, two events drawing significant interest at the inaugural Splash Singapore. Building on eight iterations of the Maritime CEO Forum Singapore and organized by the team behind Splash and Geneva Dry, Splash Singapore extends a proven conference model to a larger venue: no presentations, no sales pitches—only the most senior figures in global shipping engaging in authentic, unscripted dialogue on key industry issues.

Source: IndexBox Market Intelligence Platform