Stephen Robinson, who recently joined Tankers International as its Head of Bunker Strategy and Procurement, is looking to strike a balance between optimising the company’s current approach on marine fuels purchasing while ensuring it stays ahead of the curve in the shift to adopting alternative fuels.
Robinson is a veteran of the bunker industry, joining Tankers International from Island Gulf Energy in Dubai, where he had been Managing Partner. Prior to this, he had an 11-years stint as MD of Bomin Bunker Holding, also based in Dubai.
In a Q&A published on the Tankers International website, he sets out his stall on near and longer term fuel procurement plans in his new role.
A primary focus in the conventional fuels business will be ‘to aggregate demand across the pool and use that scale to secure pricing advantages from suppliers,’ said Robinson.
‘With the significant tonnage we handle, particularly in key markets like Singapore where I have strong relationships, we can be more creative with forward pricing and risk management, exploring opportunities beyond just looking for marginal savings from physical suppliers.’
Robinson also indicated that Tankers International will be looking ‘to offering more value to the pool than just price’ and the groundwork will also be undertaken to build relationships into the energy transition.
As he explained: ‘We can work with larger suppliers in regions like Singapore, Fujairah, and Rotterdam, ensuring we’re ahead of the curve when it comes to transitioning into new fuel technologies.
‘Many of these suppliers are already preparing for alternative fuels, and by engaging them early, we can set up test runs and make sure our infrastructure and relationships are in place for when those volumes grow.’
In an increasing complicated and multi-fuel landscape for shipping, Robinson said that his company’s main competitive advantage is its significant buying power.
‘To build on this, the bunker desk will focus on leveraging our scale to negotiate better pricing, while ensuring that we maintain strong, long-term partnerships with suppliers,’ he commented.
‘Our aim is to not only offer cost savings but also reliability and strategic insight, which are highly valued in the industry.’
Relationships will be also established with bunker suppliers who are preparing for the energy transition. ‘This proactive approach will position us well to offer our pool members a seamless transition into future fuel technologies,’ he said.
Robinson said that some vessels in the Tankers International pool have already trialled biofuels and the company will work to ensure that its members can access LNG and other fuel alternatives as they become more widely available.
‘Collaborating on test runs and pilot projects with… suppliers will also provide valuable insights into fuel performance and supply chain logistics,’ he noted.
Robinson also alluded to the rise of digitalisation in shipping’s operations and processes, including bunker purchasing
‘The future of fuel procurement is undoubtedly heading towards increased automation and digitalisation, though the shipping industry tends to adopt these changes at a slower pace, compared to other industries,’ he said.
‘There’s growing interest in online platforms that simplify fuel purchasing processes, but we’re still in the early stages of seeing a seamless, fully integrated system emerge.’
While digitalisation is making an impact on the sector, Robinson also highlighted the ongoing importance of the human dimension in bunker supply processes.
‘While platforms for fuel procurement and blockchain-based fuel tracking are starting to appear, like the recent announcement of electronic BDNs in Singapore, the reality is that bunkering, especially with biofuels, remains a complex process.
‘There’s a lot of blending involved, which introduces potential issues, so a human element will still be necessary for the foreseeable future.’
He continued: ‘As stricter environmental regulations and alternative fuels come into play, we’ll see more platforms emerging that help manage everything from fuel specs to historical performance data.
‘However, we haven’t yet seen one perfect solution that covers all these aspects seamlessly. Until then, human expertise will remain critical in navigating these complexities. I believe that as these technologies grow and mature, there will be opportunities to integrate automation without losing the important personal relationships and trust that have always been key in the bunkering business.’
