Networks that deliver: Ablemans LCS’ formula for on-time, high-quality results in shipbuilding
Author: Hannu Petäjäsuvanto
Estimated reading time: 5 minutes
When Elomatic acquired Ablemans LCS Oy (ALCS) in January 2025, it wasn’t just about expertise in cruise vessel refits and technical services. It was about the networks and the trusted relationships within the shipbuilding community that make success possible in this complex industry.
ALCS’s project team consists of seasoned shipbuilding professionals and senior engineers with deep expertise in ship systems. Their core strength lies in comprehensive knowledge of shipbuilding, conversions, retrofits, dry-docking, and vessel operations.
For ALCS, a network is far more than a supplier list. Building and maintaining the right partnerships creates a supply chain without gaps, delays, or quality issues, and we reinforce this with decades of “silent know-how” in every aspect of this exciting business.
How networks drive ALCS projects
The complete ALCS process mirrors traditional shipbuilding in many ways, but execution timelines are tighter and project scale varies dramatically. A single project can range from €1,000 to €10 million, while a full vessel modernization can exceed €200 million. Execution is typically compressed into the dry-docking window, where every hour counts.
This reality makes pre-planning, procurement, and subcontracting highly dependent on networks: the right people, the right suppliers, and the right decisions at the right time. That is why networks form the backbone of our project execution.
Laying the groundwork
Every successful retrofit begins long before the first piece of equipment is installed. In fact, planning for a retrofit often starts years before execution, creating significant gaps between project phases: a feasibility study can be completed several years before installation and commissioning take place.
Most evaluations begin one to two years prior to dry-docking, when the feasibility study – and a ship check – is carried out to assess the real possibilities and viability of the planned retrofit. This stage is essentially preliminary design work and a clear written plan. At this point, networks already play a critical role: accurate assessments rely on input from trusted partners.
Moving forward: Crafting the proposal
If the results convince the shipowner, the next step is a request for proposal. Our offer usually covers a turnkey delivery, including:
- Engineering and drawing approvals
- Procurement of parts and components
- Possible part fabrication
- Logistics
- Installation and painting
- Commissioning
The offer also includes all labor hours, project management, tools, and materials. Typically, travel and logistics costs are separated. Shipowners are free to compare similar offers from competitors.
Accurate cost and schedule estimates depend on real-time input from partners.
ALCS process in practice
Strong networks: The key to reliable proposals
Accurate cost and schedule estimates depend on real-time input from partners. That is why we break down proposals into transparent sections:
- Engineering hours & cost
- Work planning hours
- Part manufacturing cost
- Other material cost
- Installation hours
- Commissioning and approval work
Dry-docking execution demands perfect synchronization: subcontractors, fabrication, material deliveries, and simultaneous work streams – all under strict safety and quality standards.
When networks work, risks shrink
Retrofit projects always carry uncertainties: hidden damage, unexpected compatibility issues, component delays. A strong network:
- Shortens response time: backup plans and alternative suppliers are ready
- Improves quality: trusted partners know our standards and documentation requirements
- Controls costs: realistic estimates and early risk management reduce overruns
- Secures approvals: designs and installations pass classification smoothly when processes are proven
In short: networks turn uncertainty into manageable risk.
Networks as a strategic advantage
ALCS’s strength lies in its experienced project team and deep shipbuilding knowledge. But what truly separates a successful retrofit from an average one is the network: subcontractors, suppliers, designers, installers, inspectors – and above all, people who know each other and take responsibility for results.
For customers, that means reliable schedules, consistent quality, and transparent collaboration. For us, it is a deliberate choice: we work in a way where trust is hard currency and collaboration is the best insurance.
For customers, that means reliable schedules, consistent quality, and transparent collaboration. For us, it is a deliberate choice.
Project case example: An ideal timeline
| Day 0 | Shipowner sends a request for a feasibility study (FS) to selected suppliers |
| Day 1 | ALCS confirms willingness to prepare a proposal for the FS |
| Day 14 | ALCS submits an FS offer with scope of work (SOW) and schedule |
| Day 30 | Shipowner approves the FS (first purchase order) and agrees on schedule |
| Day 60 | ALCS delivers a draft FS to the shipowner for approval |
| Day 90 | Shipowner approves the FS and issues an RFQ for the project work itself |
| Day 120 | ALCS submits a detailed project offer |
| Day 180 | Shipowner decides to award the project to ALCS |
| Day 210 | Purchase order is created and received |
| Day 211 | Planning and detailed design work begins |
| Day 270 | Design completed; material procurement and prefabrication start |
| Day 330 | Materials, design, and prefabrication ready for installation |
| Day 340 | All deliveries arrive at the yard, ready for installation |
| Day 350 | Ship leaves its normal itinerary; tear-down and preparation onboard begin |
| Day 360 | Dry-docking starts |
| Day 361 | Onboard work in dry dock begins |
| Day 375 | Onboard work completed; commissioning and final approval start |
| Day 376 | As-built drawings updated to reflect final production |
| Day 380 | Dry-docking ends; onboard work stops |
| Day 390 | Final as-built documents delivered to the shipowner |
| Day 400 | Project closed and final invoices issued |
Hannu Petäjäsuvanto
Hannu Petäjäsuvanto has over two decades of excellent experience in ship repair and construction, gained at Helsinki Shipyard and through various cruise ship dry dockings. He currently serves as Vice President at Ableman LCS, a company specializing in turnkey cruise ship retrofit and conversion projects.
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