The Goodrich story commenced in the year 1997, when the promoters of the company T. Venkataraman and R. Gopal got their first company incorporated and named it Goodrich Maritime Pvt. Ltd., in Mumbai, India. The name was synonymous with their Good Intentions and absolutely Rich Experience.

Though their experience spanned a couple of decades in innumerable spheres of shipping and logistics, they chose to begin with shipping agency services to the Indian trade, as their start-up objective. Thus began an extremely determined business journey,  for the two highly successful executives.

In the ensuing 19 years’ of its existence, this company grew in a formidable manner, to encompass within its scope of activities a comprehensive range of shipping and logistics services. Often recognised and awarded as the Most Versatile Shipping and Logistics Group in India.

The Goodrich Group expanded geographically from a small presence in Mumbai, to various ports and ICDs in India and overseas.

Today Goodrich has a very strong presence in overseas locations like the UAE, Singapore, Indonesia, Malaysia, Thailand, Kazakhstan and the USA.

A proud cumulative employee strength of around 530

From a predominantly India-centric operation, Goodrich today has multiple global operations. The Goodrich management has never believed in having an unlimited number of group companies needlessly, but always believed in creating additional companies in the group, with a clear-cut strategy in mind. Sometimes geographical, and at other times activity-oriented!

The highly proactive Directors of the Goodrich group have been trailblazers and trendsetters.

Working on a 24×7 basis, these leaders have propelled the group to great heights over the last 19 years.

This is evident also from the year-on-year growth in the top line and net profits of group companies.

So deep rooted are their innovative capabilities, that they could even visualise a future where unless they explore multiple shipping and logistics segments, they would not be able to make the company grow in an all-round, robust manner.

Today, they are in a position to insulate and protect their profitability from any untoward downward trend noticed in one or a couple of their multiple activities.

If their efforts have been tireless, the group’s superbly trained and motivated personnel have taken a cue from them, to pursue the goals set by the Directors and are joint architects of the magnificent Goodrich edifice.

To achieve such an eminent place in the mercantile marine world, the sweat of the people’s efforts was supported by an amiable office atmosphere and constantly evolving state-of-art IT infrastructure.

The parent company, Goodrich Maritime is already ISO 9001-2015 certified; along the way, the Dubai outfit Goodrich Maritime LLC has also been similarly accredited—both by the highly esteemed DNV.

The Goodrich story started in the year 1997, when the promoters of the company T. Venkataraman and R. Gopal incorporated a company called Goodrich Maritime Pvt. Ltd., in Mumbai, India. The objectives before the promoters were to provide Shipping Agency services to the Indian trade. In the 19 years’ of its existence, this company grew in a formidable manner, to encompass within its scope, activities ranging from various spheres of shipping and logistics services.

It expanded geographically from a small presence in Mumbai to various ports and ICDs in India and overseas. Today Goodrich has a very strong presence in overseas locations like UAE, Singapore, Indonesia, Malaysia, Thailand. Kazakhstan, Afghanistan and the USA, and a cumulative employee strength of around 560 people. It is recognized by the Indian trade as “The Most Versatile and The Fastest Growing Logistics Company in India.

Aiming to be among the TOP globally too!

From a predominantly India-centric operation, Goodrich today has multiple global operations. The Goodrich Management has never believed in having an unlimited number of group companies needlessly, but always believed in creating additional companies in the group, with a clear-cut strategy in mind. Sometimes geographical and at other times activity-oriented!

The highly proactive Directors of the Goodrich group have been trailblazers and trendsetters. Working on a 24×7 basis, these leaders have propelled the group to great heights over the last 19 years. This is evident also from the year-on-year growth in the top line and net profits of group companies. So deep rooted are their innovative capabilities, that they could visualize that their dream could fade away if they do not introduce ingenuous activities within their core competency and that was Shipping and Logistics.

There was a lot of thought and design in their approach. Today they are in a position to insulate and protect their profitability, from any untoward downward trend in one or a couple of their activities.

If their efforts have been tireless, their superbly trained and motivated personnel have taken a cue from them, to pursue the goals set by the Directors.

To achieve such an eminent place in the mercantile marine world, the sweat of the people’s efforts was supported by an amiable office atmosphere and constantly enhancing the state-of-art  IT infrastructure.

The parent company, Goodrich Maritime is already ISO 9001-2015 certified, and along the way the Dubai outfit Goodrich Maritime LLC has also been similarly accredited by DNV-GL. Goodrich is also moving towards other product specific certifications.

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Problem

A shipper / CHA (Customs House Agent) wrongly declares the nature of the cargo.

Analysis

The Booking Slip was issued by the shipping company, on the basis of the cargo information provided by the shipper / CHA; which in this case was ‘Non Hazardous’.

The shipping line issued the Delivery Order for picking up 2’ x 20’ containers from the yard, which were to be taken to the shippers’ factory premises for stuffing.

On completion of stuffing, the containers were moved to the port and loaded onto the vessel for export, post which the vessel sailed.

Subsequently at the time of releasing the Bill of Lading, it was noticed that the Shipping Bill indicated the cargo loaded was ‘Hazardous’ in nature.

This was a clear instance of mis-declaration by the shipper / CHA.  Such mis-declarations are violations of IMO (International Maritime Organisation) norms.

Such containers are normally placed at specific slots earmarked on the basis the nature of cargo declaration.  Wrong placement and friction could have resulted in major fire / disaster besides huge penalties.

Goodrich Maritime solution

On realising that the cargo was hazardous, immediate steps were taken and the Tran-shipment Port was instructed to offload the container from the vessel. The Hazardous status was then declared and the containers were moved to the CFS (Container Freight Station) for affixing the appropriate labels / stickers. Only then was the cargo loaded to the final destination port.

All relevant additional charges were collected from the shipper prior to releasing the Bills of Lading.

Process integration initiated

A SOP (Standard Operating Procedure) was formulated and documented; whereby it is now mandatory that Shipping Bills have to be submitted to the line before the containers are gated in the port, so that all relevant details of the Shipping Bill are completely checked with the Booking slip, to confirm their authenticity.

Problem

The pressure inside a tank rose and there was a temperature variance in the dangerous cargo loaded therein for export shipment. This was due to negligence by the factory personnel.

Analysis

Acetaldehyde a highly dangerous cargo under UN # 1089, Class 3,was loaded on a tank. The formalities at the weighbridge were completed, when it was noticed that the tank pressure rose up to 4.5 bar, while the temperature shot up to 80^oC.

This resulted in the tank’s safety valve opening, and the excess pressure / vapour was released with a huge sound.  The circumstances could have resulted in a major disaster including an explosion and huge loss of cargo, as well as human life.

Safety measures at all times need to be adhered to by all concerned.

Goodrich solution

The Goodrich operations’ team immediately suggested a few first aid action procedures telephonically, and a team rushed to the factory. Measures were taken to first drop the temperature by connecting one pipeline from the airline valve, the outlet end was dipped inside the water tank and cool water was sprayed on the tank.

Once the tank temperature and pressure dropped, the cargo was offloaded. Immediately laboratory testing was done to check the purity percentage, which had come down.

Nitrogen was purged and after 5 minutes of depressurizing and the process was repeated several times to achieve an almost negligible percentage of oxygen.

Alternatively the tank was filled completely with water and 40kg sodium acetate was added to remove any hidden contamination; after few minutes the water was released from the bottom valve, till the tank was completely drained; only then was nitrogen regulated to 1.8 bar.

The oxygen and product purity levels were checked and found to be 0.8% and 99.69% respectively, thus achieving the desired result.

The Acetaldehyde cargo was then loaded back—a process that took almost 7 hours to complete. The tank was then kept under observation for a full day. On ascertaining that there was no change in the pressure and cargo temperature, it was subsequently sent from the factory to the port, with an escort from the Goodrich team being present all along.

If timely action had not been taken, it would have resulted in a major disaster including explosion, and huge material and monetary losses.

Process Integration initiated

A SOP (Standard Operating Procedure) was put into place, clearly documenting the procedures to be followed when any highly dangerous cargo under UN Number and Class are loaded on Tanks for Export.

Emphasis is now always given to the importance and necessity of checking oxygen level while loading / carrying cargo of such nature.

Under such SOPs, all precautions are taken and similar problems averted.

Problem

This case focuses on the malfunction of a reefer container, due to variance in temperature.

Analysis

A reefer container with perishable cargo was being exported. At the Trans-shipment port it was noticed that the container was malfunctioning; also due to temperature variance, ice formation was visible.  If the ice had built up to the T-Floor (ventilation flap), then reworking would have become a necessity, which could have resulted not only in the deterioration of the perishable cargo, but could also have led to huge potential losses.

Goodrich solution

Immediately on being informed about the malfunctioning, a Goodrich technician instructed his Trans-shipment Port counterpart to remove the reefer machinery, and assess the heater chamber and air stream, to help clear the clogged ice.  The ice built up to the T-Floor was averted. The container was repaired by the port and the unit started maintaining the desired temperature.

A Surveyor was arranged to ensure that cargo temperature  was maintained at the time of repairs, and the cargo was loaded on the vessel as per plan.

Process Integration initiated

A SOP (Standard Operating Procedure) was initiated as a guideline.

Problem

A flexi tank developed a leakage during an export shipment.

Analysis

Three flexi tanks carrying Linear Alkyl Benzene (LAB – a non-hazardous liquid) cargo in containers was exported.

Enroute to the final destination, the Captain of the carrier vessel noticed a mid-sea leakage from the flexi tanks, and informed Goodrich about the same.

The impact of the leakages could have resulted in spillage of a sticky substance on board, thereby damaging other containers, and even posing a health hazard to the crew. This is in addition to heavy loss and claims put up by the vessel.

The leakage could not be arrested onboard, but could be done only at the nearest transshipment port.

Goodrich Maritime solution

On being informed about the leakage, Goodrich contacted the concerned personnel and transshipment port, for activating prompt action to salvage the cargo and minimise losses.

The best solution was provided and the cargo was cross-pumped at the transshipment port, after obtaining the necessary NOC and approvals.

Though this process delayed the shipment by 8 – 10 days, it was ensured that the cargo was salvaged, the units reloaded on another container and put on board the next available vessel for onward shipment to the final destination.

Process integration initiated

A Standard Operating Procedure (SOP) was initiated as a guideline covering the pre-requisite mandatory checking prior to stuffing / loading the vessel for export shipment.

This SOP has effectively ensured that no such incident recurred in subsequent shipments.

Problem

The variance in the permissible specific gravity on a bulk shipment of limestone cargo resulted in the cargo not being discharged with the ship’s grabs, at the discharge port.

Analysis

The vessel needed by the charterers needed to have the minimum cargo gear requirements of 4 x 25 mt. cranes and 4 x 10 cu. mt. grabs. The age of the vessel should also be less than 20 years. The owners had declared the maximum allowable density of cargo at a specified 1.28 mt/cbm.

While the age of the vessel and the weight of the total scoop of the grab was well within the permissible capacity, the specific gravity showed a variance in comparison to the permissible limit, and the ship owners refused to discharge the cargo with ship’s grabs. This required  the hiring of shore grabs for discharge, which not only delayed but increased the cost of the discharge operation.

Goodrich Maritime solution

Goodrich made alternate arrangements to hire shore grabs in the eventuality that they may be needed to be used, alerted the ship owners and headquarters about the delay, the cost involved and also sought technical clarifications from two IACS Classification Societies, on the ability of the ship’s grabs to safely lift the cargo.

Both societies concurred with the computations of Goodrich. The original makers of the grabs (located in Europe), were contacted by Goodrich, and suggestions for adjustment of the grabs spill plates to reduce the grab capacity was agreed to by the manufacturers.

A joint survey for assessing the performance and capacity of the grabs was conducted and the ship owners agreed and discharged the cargo.

Process integration initiated

At the time of negotiating the vessel to be chartered, the cargo details (MSDS / stowage factor / density) are obtained from the head charterers and shared with the ship owners, to ensure cargo load / discharge be effected by ship’s grabs.

A confirmation of acceptance of TC specifications is to be obtained from the Head Charterers. Goodrich will carry out a self-assessment of cargo gear specifications, against the weight and volume of cargo to be loaded.

Nature of cargo – Declaration 

A shipper / CHA erroneously declared the nature of the cargo.

Tank pressure hits the high mark 

Tank pressure increased and a temperature variance occurred in export cargo.

Malfunctioning of a reefer container

A reefer container malfunctioned, due to variance in temperature.

Leakage of Flexi Tank – Export Shipment

A flexi tank developed a leakage during an export shipment.

Variance in specific gravity – cargo not discharged

Specific gravity variance occurred beyond permissible limit on a bulk shipment.

January 2016    

Goodrich Newsletter 8th Edition

October 2015

   Goodrich Newsletter 7th Edition

July 2015

   Goodrich Newsletter 6th Edition

March 2015

   Goodrich Newsletter 5th Edition

December 2014

   Goodrich Newsletter 4th Edition

September 2014

   Goodrich Newsletter 3rd Edition

June 2014

   Goodrich Newsletter 2nd Edition

March 2014

   Goodrich Newsletter 1st Edition

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