The Trump Administration has released its Maritime Action Plan, an ambitious roadmap aimed at revitalizing America’s maritime industrial base; but, does it go far enough to restore global competitiveness and market share?   BACKGROUND Less than one percent of new commercial ships are built in the United States. Domestic shipbuilding capacity has eroded over decades, leaving the U.S. unable to scale production at the pace required for national security or economic resilience.

Engineering teams prioritize hydrostatics. Operations focus on schedule. Finance evaluates return on capital. Commercial teams worry about guest impact. When multiple stakeholders evaluate competing modification options, discussions can quickly become subjective. This is where companies benefit from objective assessment tools such as Analytic Hierarchy Process (AHP).   The Challenge A cruise line needed to evaluate several alternatives for improving hydrostatic stability on a

LIVING STONE (DEME) We tracked DEME’s cable lay vessel LIVINGSTONE to break down the installation campaign of both export cable (EC) and inter-array cable (IAC) scopes for Ørsted’s South Fork Wind project. Our study reveals the major cost drivers of subsea cable installation for an early U.S. Offshore Wind project. Project Overview Project:  South Fork Wind (Ørsted) Cable Installation Vessel:  LIVINGSTONE (DEME) Shore Landing:  Wainscott Beach, Long Island No. of Export Cable

AEOLUS (Jan De Nul) Early U.S. Offshore Wind projects relied on European wind turbine installation vessels (WTIVs) operating in coordination with U.S.-flagged feeder barges to comply with the Jones Act. We looked at the compared installation performance between the first to commercial scale U.S. Offshore Wind projects to better understand productivity and workability of the feeder barge solution. Our study evaluated installation cycle performance from two early U.S. offshore