After more than a decade of working across offshore support fleets, with experience spanning more than 1,000 offshore support vessels, one conclusion is hard to ignore. Performance is not achieved primarily through one-off initiatives. This is accomplished through decisions made every day: how to plan ships, how to sequence tasks, how to handle exceptions, and how consistently basic practices are applied, even when they are not monitored.
Across fleets, the most frequent wins are concentrated in three places. First, less fuel is used for the work done. Second, reduce idle time or waiting time that accumulates between tasks. Third, improve predictability of availability so that campaigns are shortened and planning continues. While these are not new goals, what is changing is the recognition that they cannot be solved by more reporting. It is solved by repeated alignment and routine.
Having worked with over 1,000 OSVs, a recurring theme recognized by Opsealog is that basic good practices are not always applied as routinely as people assume. This does not mean that the crews or coordinators ignore the performance. This means that external logistics often still operates in a reactive rhythm, where plans change in real time and coordination gaps become normal. Work sites are not ready when expected, shipping timing is delayed, priorities change late, and ships wait, drift, or remain on standby longer than intended. Over time, these examples of unproductive time become embedded in the operating model, and once they do, they become expensive in fuel, expensive in time, and difficult to decarbonize.
The fix is straightforward in principle. It involves implementing planning that has been clearly defined, respected and measured. When adherence to planning is measured and deviations are treated as signals for coordination reform, operators recover time and fuel without significant capital expenditure. The same discipline improves predictability, which in turn reduces unnecessary crossings and avoids lengthy waiting in the wrong place at the wrong time.
Underutilization of capacity is another recurring pattern. Deck space and dead weight are often underutilized, leaving efficiency on the table. Sequencing work so that existing capacity is used effectively is key to better utilization, reducing trips, reducing waiting time, and optimizing fuel for each job, while also helping operators deliver the same level of service with less energy.
Fleet-wide visibility also shows what behavioral performance can be like overseas. Sister ships with similar specifications can achieve very different results due to different planning, routines and daily practices. For this reason, external performance cannot be reduced to a discussion of technology. The most valuable systems are those that make better routines visible and easy to replicate across similar ships and missions.
Arnaud Dianeaux, Founder and CEO of Opsealog
Performance also deviates when supervision becomes sporadic. When monitoring is treated as a project phase rather than a routine, behaviors revert to local norms and gains begin to fade. The answer does not lie in extensive reporting, but in regular review cycles that focus attention on a few important indicators and facilitate action. Today’s offshore operations can benefit from cultures that value consistent practices that turn information into decisions.
Idle time is another notable issue. Extended standby in sensitive areas, including dynamic positioning activity within a 500 meter zone, increases fuel burn and can increase operational risk, particularly when inconsistent with operator instructions. This emphasizes that efficiency, predictability and safety are not separate conversations. When planning goes wrong with discipline, the consequences appear at the level of fuel, risk and preparedness.
Finally, shore teams are often small, compared to the size of the fleet, meaning digital solutions must turn increasing amounts of information into actionable guidance without adding workload. If the tool creates an administrative burden, adoption will be slow. If this reduces duplication, makes priorities clear, and makes results easier to verify, adoption accelerates because the value is immediate. Interoperability is important for the same reason. API-driven data sharing helps align operational reality with business tracking as performance increasingly intersects with contract metrics, billing, and environmental, social, and governance (ESG) reporting expectations.
The lesson learned from 1000 OSV is less about the sector needing more technology adoption, and more about the sector needing a repeatable operating cadence. Start with a small number of outcomes that everyone is aware of and use a broad view to identify what works and where behavior goes awry. Make it easy to repeat winning actions and keep review cycles light but regular, so wins don’t fade away. In an offshore marine environment characterized by constant change, the advantage will go to operators who can continually replicate good practices, clearly measure them, and maintain them long after the initial focus period has ended.
Source: Written by Arnaud Dianeaux, Founder and CEO of Opsealog
