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A study on sustainability of seafarer workforce in maritime industry: Challenges, solutions and future perspectives
This thesis examines the sustainability of the seafarer workforce within the maritime industry from a multidimensional perspective, identifying key structural challenges and proposing an innovative organizational model. Using a hybrid-methods research design, the study integrates qualitative and quantitative data collected through focus group discussions and surveys with deck officers, HR managers, and other maritime professionals. Our findings reveal that long working hours, mental health risks, gender inequality, declining interest among younger generations, and governance deficiencies significantly jeopardize workforce stability. Furthermore, existing international frameworks like MLC 2006, STCW, and the ISM Code are found to be inadequate in ensuring comprehensive human resource welfare at the operational level. This thesis introduces the IMCA (Internal Maritime Compliance Auditor) model. This innovative model proposes a shipboard role that reports independently, focusing on compliance and welfare auditing. Designed to enhance psychosocial well-being, promote gender equality, and improve ship-to-shore communication, the IMCA is envisioned as a strategic asset for both shipboard and corporate governance. Supported by an IMO-compliant training and certification infrastructure, the IMCA model also offers an inclusive and secure career pathway, particularly for women seafarers. SWOT analyses confirm that the IMCA model provides strategic advantages in sustaining human capital, enhancing regulatory compliance, and fostering organizational learning. Ultimately, this thesis underscores that human-centered, data-driven, and multi-stakeholder approaches are essential for the maritime industry's future, positioning the IMCA model as a concrete, measurable, and transformative solution. Keywords: Seafarer Workforce, Maritime Sustainability, Human Element, Maritime Industry, Seafarer Wellbeing, Gender Equality
Enhancing Türkiye's logistics competence score by improving kpi management
Türkiye's strategic geographic position— linking Europe, Asia, the Black Sea, and the Mediterranean— creates strong potential to become a regional logistics hub. However, the country's Logistics Performance Index (LPI) score remains below the average of highest-performing OECD countries, highlighting the necessity for improvement. Since the global logistics market is projected to exceed USD 23 trillion by 2034, enhancing Türkiye's LPI performance is essential for increasing competitiveness, attracting foreign investment, and contributing to national economic growth. Among the six LPI indicators, Logistics Competence is the most critical input. This study therefore, focuses on strengthening Türkiye's logistics competence through improved Key Performance Indicator (KPI) management by third-party logistics (3PL) service providers. A survey was conducted with senior managers from seven local and seven global 3PLs operating in Türkiye. The questionnaire, derived from a comprehensive literature review, asked participants to prioritize main and sub-criteria across internal (organizational objectives) and external (customer perception) dimensions. The responses were analyzed using the Analytic Hierarchy Process (AHP), which generated internal and external KPI prioritization models reflecting the shared perspectives of local and global service providers for comparative analysis. The findings reveal that global 3PLs systematically prioritize Environmental, Social, and Governance (ESG) compliance, whereas local firms emphasize financial stability and cost optimization. These differences stem largely from structural context rather than managerial preference. Overall, the study concludes that broad adoption of KPI management, particularly with ESG prioritization, can strengthen firm-level resilience and enhance Türkiye's overall logistics competence thereby contributing to national economic growth.