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-Internship Report-

Crowley Maritime Corporation (CMC)

1. CMC Background

CMC is privately owned and operated, built upon three generations of the Crowley family who first established the Crowley Maritime Corporation in 1892.

Through the acquisition of liner operations and many other various fields in the maritime industry, CMC is able to draw upon more than a century of experience.

Crowley*****s Business Mission

*****To be a leader in our markets by providing world class services

that ensure long-term company durability.*****

The business that the organization performs

Liner

Crowley is the leading ocean cargo carrier between the United States and Puerto Rico, the Caribbean, Bahamas, Central America, Dominican Republic, Haiti and Cuba. They own about 30 oceangoing Ro/Ro barges, container and Ro/Ro ships

Logistics

Crowley Maritime handles over 34,000 intermodal containers annually and serves every Class 1 railroad. There are facilities in the 48 states of US. Crowley provides Multiple, fixed-day, weekly sailings to most markets, some of the industry's fastest transit times, Full Container/Trailer Load (FCL, FTL) transportation, Less Than Container/Trailer (LCL, LTL) transportation , and all intermodal administrative services including gate inspections.

Energy Support

CMC provides energy companies with solutions to their exploration and production problems. Their capabilities include Energy Logistics, Offshore Construction Support Services, Alaska Energy Support Services, Specialized Cargo Transport, and Remote Crude Storage

Project Management

CMC provides logistics for construction, engineering and infrastructure projects by giving control to the customer over the resources of the entire organization. CMC allows the customer the ability to plan the logistics for your project up-front and to bring the customer*****s project in on financial plan and to provide all logistics services in a combined package.

Ocean Towing and Transporation

CMC has the people, gear and knowledge to provide reliable shipping and logistics services for general cargo movements, offshore production machinery, ship tows and other projects needing specific marine transportation services.

Petroleum & Chemical Transportation

CMC provides chemical package shipping and bulk petroleum transportation on the North American coasts, Alaska, Hawaii, Puerto Rico and somewhat internationally. Some of their tank vessels include product tankers, chemical parcel tankers, articulated tug barges, conventional tug and barge units, and new build tank vessels.

Fuel Sales & Distribution

CMC has provided customers and businesses of Alaska*****s Arctic and coastal area, handling freight and fuel beginning in 1896. Some of the primaries businesses in Alaska are petroleum transportation, petroleum distribution, and sales of bulk petroleum products, packaged petroleum products, and propane.

Ship Assist & Escort

CMC offers these services to Oakland, San Diego and Los Angeles, California, as well as Seattle and Tacoma, Washington areas which include an escort and docking services for tankers, container ships and other vessels as they enter and depart from the harbors.

Salvage & Emergency Response

TITAN, a Crowley subsided company, provide worldwide marine salvage and ship wreck removal operating from main bases in the USA, UK and Southeast Asia. They also offer services including marine firefighting, vessel/ship lightering, underwater fuel removal, damage stability and other rapid marine emergency response services for the maritime industry

Vessel Construction & Naval Architecture

CMC provides technical and naval architecture services for project design; salvage, operational, and engineering requirements; and project management Some of the services include, Ship, Tug and Barge Design / Construction, Fleet Engineering Support, and Salvage Support

Ship Management

CMC provides ship management to crewing vessels, technical and commercial services for third-party customers.

The needs that the organization was created to meet

Domestically, CMC has worked to establish productive cargo handling and related operations in every major U.S. shipping region including the West Coast, East Coast, Gulf and several river operations.

CMC's container operations are an essential part of the daily movement and storage of all types of cargo around the world. Efforts to streamline data-handling procedures ensure that CMC transactions are processed quickly and accurately. CMC handles an excess of 34,000 containers annually.

CMC has provided the following to their customers:

*****¢ Reduced trucker time

*****¢ Reduced vessel turn time

*****¢ Optimal equipment usage

*****¢ Effective real-time communication with customers

*****¢ Increased vessel productivity

*****¢ Accurate and timely inventory

*****¢ Immediate and direct client access to and control over cargo moving through the terminal

Internationally

CMC continually looks for new opportunities at ports and intermodal facilities in the Caribbean and South America. Regional offices and international operations extend throughout Latin America.

CMC's team of senior experts in each field is highly experienced and adaptable. They provide detailed an*****s and feasibility studies for cargo terminal operations, alternative cargo handling methods, refrigerated and other cargo storage facilities and information-management systems for continued smooth operation of marine terminals.

Number of Employees

Crowley Maritime Corporation *****“ 4,300 people

Headquarters (Jacksonville, FL) - 700 People

Crowley Liner Services Inc (Ft. Lauderdale, FL) - 200 people

Titan Salvage (Ft. Lauderdale) *****“ 30 people

Crowley Logistics Service (Miami, FL) *****“ 100 people

Amount of annual budget or revenues

CMC is a private company so there is no annual report for the company. As projected by the Jacksonville Business Journal, Issue 2007, CMC generated $1.19 billion in revenue last year.

How identify changing needs of the shipping and intermodal industry

CMC does its own probability studies and analysis. CMC provides an individual plan of action for each facility, and is ready with operational systems, equipment, information management systems and personnel. CMC adapts and designs new equipment and procedures as needs of the shipping industry and its customers change. CMC is able to keep up with these changes mainly due to the fact that they have been in this business for over 100 years and they are more easily able to recognize changes in the shipping and intermodal industry.

2. Business Organization

Organization*****s Goals

*****¢ Growth in Business

*****¢ Keeping People Employed

*****¢ Make a Profit

General functions, Authorities, special duties, and organizational relationships

As could be predicted from below, First Level Managers report to Mid Level who in turn report to Executives of CMC. CMC believes in pushing all management to the supervision level. The Executives obviously are in charge of CMC especially as an umbrella company for their different divisions. The Regional Managers often travel to ensure all operations in their region are running smooth. General Managers ensure that all is going well within a particular office they are in charge of.

*****¢ Executive

o Tom Crowley, Jr., Chairman, President and CEO

o Bill Pennella, Vice Chairman and Executive Vice President

Senior Vice Presidents

o John Douglass, Senior Vice President and General Manager, Marine Services

o Rob Grune, Senior Vice President and General Manager, Puerto Rico/Caribbean Services

o John Hourihan, Senior Vice President and General Manager, Latin America Services

o Rinus Schepen, Senior Vice President and General Manager, Logistics

o Rocky Smith, Senior Vice President and General Manager, Petroleum Services

o Art Mead, Senior Vice President and General Counsel

o Steve Collar, Senior Vice President and General Manager, Technical Services

*****¢ Mid-Level - Regional

o CMC Terminals Vice President *****“ Michael Hopkins

*****¢ First Level Managers in the Organization

o General Manager *****“ Richard Searle

o Terminal Manager *****“ Ed Corringan

Port Everglades Terminal

*****¢ General Manager

o Terminal Manager- Ed Corringan

 Vessel Operations Manager- Tom Morin

*****¢ Operations Supervisors

*****¢ Operations Coordinator

*****¢ Crane operators

*****¢ Crowley truck drivers

 Equipment Control Management

*****¢ Manager *****“ Jackie Fisher

 Intermodal/Trucking Dispatch

*****¢ Manager- Dan Borelli

 Traffic (South Bound)

*****¢ Traffic Supervisor *****“ Marcia Brown

 Inbound Documentation ( North Bound)

*****¢ Supervisor *****“ Gloria Pratts

 Security Service

*****¢ Allied Barton Securities

3. Decision-making Procedures

How make decisions affecting short and long term planning

*****¢ Experience in the business (Over 100 years)

o Make decisions on the fly

*****¢ Follow the Goals of the business

*****¢ Push all decisions to the lowest level *****“ Flat organization

*****¢ CMC does its own analysis *****“ make decisions based on results

Operational, technical, personnel or financial matters

Technical and operational wise, CMC is constantly updating and improving their software and CMC is always updating, improving, and helping to create new equipment that aids in efficient vessel and yard management. They stay ahead in the industry by paying close attention to:

*****¢ Economics

*****¢ Labor (work rules)

*****¢ Taking things PROJECT BY PROJECT.

Personnel wise, CMC works very hard to ensure that their people work where they and their family will be best suited. They believe strongly in keeping moral high.

Financially, CMC does not have the constraints of a Public Company and it is often easier to make fast decision and get what is needed more easily.

4. Operating Procedures

How management communicates its decisions to the General Work Force

*****¢ Intranet (Handbook, Invitations)

*****¢ Internet

*****¢ E-mail

*****¢ Electronic Data Interchange (EDI)

*****¢ Meetings (rarely)

Customers

*****¢ Internet

*****¢ E-mail

*****¢ Electronic Data Interchange (EDI)

*****¢ Phone

*****¢ Fax

*****¢ Visits

General public

*****¢ Internet

*****¢ Media

Directives, memoranda, business letters, orders

All of the above are used very little by CMC. They are very informal with many things including communication with the general work force. Most of the time if someone needs something they will come to your desk and speak with you directly or call.

Meetings, counseling

Once again, there are every day meetings with operational management staff, and if there are any meetings then they are short and to the point. They all have a desk, which faces inwards and if they have to discuss something they either talk loudly or walk to the other person*****s desk.

e-mail, telephone, fax, radio, cell phones, vhf---for day to day or special routines of CMC

In the main office e-mail, telephone, feet &voice, and fax are used frequently. In the terminal, VHF is used frequently in order to coordinate container moves in the yard from the people working in the towers and they are also used to keep track of people since they are on the go and not always so easy to find in a container terminal.

5. Management Work Ethic

Professional and social characteristics that contribute to management effectiveness

The business has very family ***** feeling since it is a private company and not corporate structure.

Policies *****“It has three Policies listed on the Internet website. The three policies include the quality policy which relates to customer satisfaction, the Environmental Policy, which relates to Crowley*****s goal of zero pollution, and the Safety Policy, which involves protecting people from injury or damage to health, equipment, and facilities from loss of value or function.

Employee*****s morale

The overall feeling I received at Crowley was that their employees were happy with their jobs at Crowley and about their benefits. I pleasantly surprised to find people working at Crowley for over twenty five years and not just one person. Crowley is generous to its employees with benefits including insurance, medical and furthering their employee*****s business education by offering money for going back to school. Thomas Crowley Jr. has an individual sense for his employees which make Crowley a great place to work.

Customers good will

Providing quality services for over 100 years!

Public trust in CMC and its industry

CMC*****s main way of publicly supporting the community by giving money is through their United Way campaign. The rest of their donations are done anonymously. They give anonymously for various heath care and educational purposes.

CROWLEY LINER SERVICES INC

Expansion highlights include:

*****¢ The addition of 240 acres for 120 million dollars

*****¢ Intermodal container rail capacity - enabling cargo to be moved directly onto railcars

Terminal Size

68 acres

Berths

Number: Three 1,000-foot berths

Water Depth:

*****¢ -46 feet for berths

Cranes

Two container-handling cranes

Both are post-Panamax size

On-Dock Intermodal Yard

Loading capacity of 40 trailers or containers each acre with an aisle width of 55 feet.

Refrigerated Capacity

182 reefer plugs

Gate

In-gate: 2 queuing lanes, 2 scales

Out-gate: 2 queuing lanes

Hours of Operation

0700-1200 and 1300-1700 Mon - Fri

Container Equipment Maintenance Facility

On-site facility for container and chassis repair

Additional Features

Integrated real-time computer software system for vessel, rail and gate operations to improve decision making for every facet of terminal operations

Efficient road access via truck overpass direct into terminal

-Daily Report-

Monday November 5, 2007

Today I made my way down to the Crowley offices in Port Everglades for the first day of my internship. I met with Ms. Aida Ortiz who is the Human Relations Specialist. She gave me a quick overview of the office and what we would be doing within the two week period. We first started to go get our port ids done. After that we dropped in at the 0930 morning operations meeting.

I worked with Jackie Fisher who is in charge of CMC Equipment Control. I sat with her all day and got an idea of the overview of the department Processes, Equipment assignment, Vessel Reconciliations, Seal and Weight Verification. I worked with electronic data interchange computer system.

In the afternoon I received hands on experience by doing Vessel Reconciliation by making sure the container were married up with the right chassis.

Tuesday November 6, 2007

¬ I spent the day with Gloria Pratts with Freight Services. She took over for one of the her employee*****s cubicles to work in

I was given an overview of Traffic Procedures, Tracing and Load- equipment, Finals to Stevedoring, Overview of Inbound Processes, Release of Cargo, and Manifest Reconciliation. I also with the program automated manifest system.

In the afternoon I worked on a vessel to make that manual written paperwork of what got off the ship matched what was actually supposed to get off. I found misspelled numbers, missing numbers and number that didn*****t match up. This project took me about four hours.

Wednesday November 7, 2007

Today I meet with Michaels Hopkins in the Morning at 0800. He gave me and my fellow interns a warm welcome and summarized to us his overview of what he would want us to learn from the company. We then waited with him for 0900 morning operations meeting.

I then proceeded on to with Marcia Brown who also works in Freight Services who gave a more detailed description of things I learned the previous day. I then watched over someone shoulder to learn the system called Pegasus. I also driven to US customs house to witness the inbound and outbound documentation get notarized.

After lunch I started to work. I was given a list of booking numbers which I had to lookup on Pegasus to find the contact and verify that their cargo was not hazardous, have not been to a bonded warehouse, and the Bill of Lading. This exercise taught me how to handle the customer directly by providing a better customer service reputation for Crowley.

Thursday November 8, 2007

My first appointment today was with Charles Meridth who is charge of Maintenance department. He showed me around the terminal. He started with the shop area where they work on broken equipment i.e. lashing, containers, and tires. He then showed in the three lanes that they use for inspection of the trucks before they leave the port. They look for under pressure tires, repairs to the alignment and various parts. We then moved on the Reefer bay where they keep the generators to refrigerated containers. The reason so that when they containers get off in Central America and the Caribbean they don*****t have to depend on unreliable shore power. I then visited the warehouse where they keep all offices supplies that ship on the ships to their various Crowley offices in South America. Mr. Meridth showed me their new and improved washing area for containers where they had recently installed.

After lunch I went to see the dock area and witness the *****checkers***** of the cargo write down what was taken off the ship. I explained to thoroughly how the sick bay operations worked from how they tagged the broken container to fixing and to returning operational status. I also assisted in inspecting empty containers giving them rating such as *****A***** (perfect), *****B*****, and *****C*****.

Friday November 9, 2007

Today I spent the day Crowley*****s Miami offices which specialize in its logistics operation. We meet with Neysa Grable who in charge of the logistics department. We took a tour of the warehouse. We saw how they stored their customer*****s goods and the containers they stored them in. We met some of the employees including Chris Bustamante. Mr. Bustamante is a Customs Compliance officer employed by Apparel Transportation Inc. which is a subsidiary of Crowley Logistics, Inc. We were then split up and we working with people in the Logistics department. My job was helping arrange the paperwork (Bill of Lading manifest, etc) with the appropriate company. After awhile I was sent outside to watch how they handle unusual cargo when it doesn*****t fit the container. I also learned how they save space with using wooden pallets in-between and below respective cargoes and shippers.

After lunch I came back to work for Tammy Armellini who is charge of the sales department. She explained that are charge of freight quotes, and tariff rates for the customer before importing or exporting out of the country.

Monday November 12, 2007

I went over to Maintenance with Charles Meridith again in the morning and helped inspect the chassises from 0800-0930. We looked at the alignment, tire pressures, structural damage done to the locks, and checking if the brake lights work. I then joined up with Valerie, an inspector of containers, and help inspected more containers from 0945-1200.

In the afternoon I worked in Payroll management with George Michaels. I learned the values of keeping track of hours worked, overtime, and dead time. I also listened in to complaints of employees from the supervisors on how the weren*****t following the procedures of clocking in and clocking out. The discrepancy was lack of description of what they did in during the hours they worked and how many units they worked on.

Tuesday November 13, 2007

Today I went Terminal Operations department with Arnold. The first job I had was to work the gate by observing inspections container and chassises coming into the port. I was looking for that the container was locked on the chassis, if the loading procedures were followed and if there was structural damage done the chassis or the container. I was taken by a USDA inspector and shown what they do when inspecting cars. I was also explained on how they keep track of they have inspected.

In the afternoon I helped move cars exporting car lot by the port. I was explained on how they separate the cargo by destination and whether if it is new, used, or totaled. I observed loading procedures by a top loader moving cargo off a truck and stacking the three high in a row of three containers. I observed how deal with possible claims when I car came from Puerto Rico that was improperly stowed. They took pictures of the damage and once they realized it was alright to release from the straps, they dropped it off to customs. After 1430 I went back to the inspection lanes and continue to observe gate operations.

Wednesday November 14, 2007

I went to the Trucking Dispatch office that handles the truckers when they come through and out the main gate. I shadowed Tom Cavanaugh, a trucking dispatcher. He taught me how to confirm trucking bookings, keeping track of carrier schedule and assignment, keeping up on when the vessel is actually arriving. He was in charge of correcting billing errors and making sure the cargo was properly checked through customs.

In the afternoon I worked with Juan Gonzalez, dispatch personnel. He is involved in Administration Interaction with North Bound Documentation, delivery scheduling of carrier Assignment, and Carrier payment process.

I learned interesting about Crowley trucking. Crowley Trucking is apart of the Teamsters organization. This provides truckers a great pension plan and great guaranteed pay. I was told that Crowley unknowingly acquired a trucking company that was apart of the teamsters back in the mid 90s.

Thursday November 15, 2007

This morning I went to the export dispatching office. I met with Lydia Castro, the intermodal supervisor. She assigned me to work with James Zdunek, an intermodal dispatcher. He was charge of loaded Pick up scheduling and Assignments. He was talking to customers all morning who were interested in backhaul oranges after they dropped their load in Port Everglades in order to provide income to the company on sometime unprofitable, and freeing up more Crowley drivers to finish more loads. I then worked with Damaras Villanueva another intermodal dispatcher. She was in charge of Equipment Ordering and Vessel assignment of cargo.

All afternoon I worked with Akisha Dillon who was solely in confirming booking with customer. What I noticed from her job also was that constantly was on the phone with the customers and that every so often a customer would call to confirm, change, or cancel their order with Crowley.

Friday November 16, 2007

Today in the morning from 0800 -1000 I continued to work in the intermodal department with Akisha Dillon. After 1000 I had my meeting with Edward Alford, Corporate Security Director. He explained to us the importance of security with pilferage, stowaways, trafficking, piracy, sabotage, hijacking, and terrorism. He explained to us how to spot hazardous cargoes on the vessel and in the port and how ISPS code, Marine Security Act, Safe Port Act, and CFR regulations have to do with eliminating possible disasters.

After lunch I had my meeting with Michael Hopkins, CMC Terminals Vice President, and discussed what we had learned with the company. After we satisfied him with our knowledge of the company I proceeded on with my questions. My last and important question was *****Sir, where do you see the company in ten years?*****

He replied that he sees Crowley being involved in the short sea industry since Crowley is positioned perfectly for short sea. He also said that they probably be in the same business with Latin America if not be increased over the years, more involved in international business with liner services, selling Puerto Rican market including Barges and tugs since that market is losing its profit margin, and opening more trade to the US Virgin islands. This answer proved to me that Crowley continues to prevail to be a strong and yet stable company and has reasonable future goals of growth. At that point I realized that I wanted to be apart of Crowley family.

Conclusion

In conclusion, there were both very good things and only a few bad things about my internship here at Crowley and about the internship program as a whole.

At last I was able to see the work that went into getting one ship loaded and ready to sail after being on container ships for seven months of my sea year. Mostly because I enjoy shipping and the industry as a whole, my time at Crowley was one that was incredible. I was finally able to observe and take part in the intricate process of getting even one container from point A to point B successfully.

The reason I was able to see and do so much was for a number of reasons. The people working at Crowley are wonderful. Many of them went out of their way to answer questions and help me with what I wanted to do. Also, I was not trained extensively in any particular area and so that enabled me to move around freely in Port Everglades to get the BIG overall picture of what was going on. Most importantly, I was self-motivated. If I had not taken the initiative to see and do all the things I did with some help from a few of the people who worked there, I would have had no guidance or help from anyone.

It was nice to have somewhere to stay for the internship and be substantially paid for my time. I know most companies aren*****t used to internships for only 2 weeks and don*****t want to pay for them. Also many companies have never had an intern before and they are not much help besides giving you the internship. I made the decision to take the risk with this company and things turned out to be GREAT.

*****