Dry Dock Propulsion Refit Project Management for a UK Cruise Operator

Initial Enquiry and Dry Dock Refit Objectives

MIT was approached by a large UK cruise operator to take responsibility for project management of underwater propulsion equipment during a planned dry dock refit.

Our role covered pre-refit planning and procurement, along with on-site project management throughout the docking itself. The objective was straightforward: deliver the required maintenance and replacement works on schedule, control costs, and return the vessel to service without disrupting operations.

The scope included:

• Technical support during procurement planning, including assessment of alternative suppliers and recommendations
• Project and contingency planning ahead of docking, working alongside the supply chain, shipyard and classification society
• Management of contractors and yard activities associated with propulsion equipment during refit
• Delivery of maintenance and repair activities to standards meeting both customer and classification requirements
• Replacement and overhaul works across thrusters, stabilisers, thrust and intermediate bearings, propellers, shaft seals, steering gear, rudders, the tail shaft and aft stern tube bearings

Project Description: Propulsion Equipment Planning and Procurement

MIT became involved approximately six months before docking to support planning activities for the underwater propulsion systems.

The early phase focused on converting historical intervention reports and operational data into a practical refit workscope for each item of equipment. This created a clear baseline for procurement, contractor planning and dock execution.

The planning scope included:

• Review of historical intervention reports and operational data to define refit scope by equipment
• Working with the supply chain to identify required parts and establish contingency procurement routes
• Strategic procurement of parts, including alternative supply options and comparative lead time and cost assessment
• Selection and planning of field service support where alternative delivery routes provided schedule or commercial advantages
• Development of detailed equipment work plans aligned with contractor and yard activities
• Coordination with the yard and contractors to build a master refit programme integrated with wider dock-bottom and shaft-line activities

Strategic Procurement and Contingency Planning

Two months before docking, the vessel experienced operational issues on one shaft line.

This introduced uncertainty into an already committed refit schedule and tested the contingency planning already built into the programme.

MIT supported the operator through urgent procurement activity, commissioning of critical spare equipment and revision of the master refit plan to account for multiple potential damage scenarios.

Because supplier options, contingency routes and schedule dependencies had already been established, the programme was adapted without affecting the planned docking window.

Delivery During Dry Dock

During the refit, MIT attended on-site in a project management role, acting as the link between the customer, classification society, dockyard, and propulsion contractors.

Refits rarely run exactly to plan. Equipment condition often changes once systems are opened up, and delays in one workstream can quickly affect others.

Our role was to maintain control of the programme as works evolved, coordinating contractors, updating schedules, managing procurement decisions and protecting the planned undock date.

This flexible approach allowed emerging work to be absorbed while maintaining progress against the original programme.

All propulsion equipment work was completed successfully and delivered on schedule.

The vessel undocked as planned and returned to service in time for her scheduled first cruise.

Sea Trials and Project Closure

Following completion of the dock works, MIT supported:

• Sea trials
• Project reporting against original scope and budget
• Closure activities
• Lessons learnt review for future refit programmes

This final stage ensured operational feedback and project outcomes could be carried forward into subsequent dockings.

Conclusion: Protecting Schedule Through Specialist Marine Project Management

This project demonstrated the value of early planning and integrated project management in dry dock environments.

Pre-refit planning identified alternative supply routes that were later utilised during delivery, generating significant cost savings compared with relying on single-source procurement.

The contingency planning developed before docking proved equally important when operational issues emerged on the shaft line shortly before refit. Because the programme had been designed to absorb change, the vessel remained on schedule.

Most importantly, the propulsion works were completed on time, to the satisfaction of both the customer and attending classification society.

Following the success of the programme, MIT expects to support further refits across other vessels within the operator’s fleet.

Planning a Dry Dock Refit?

Whether you are preparing months in advance or responding to emerging propulsion issues ahead of docking, MIT supports operators with planning, procurement, contractor coordination, on-site delivery and post-refit closure.

Speak to our team about your upcoming propulsion project.