Shipbuilding at a New Scale

A Q&A with Arjen and Ralf on Capacity, Skills, and the Future of Shipyard

Trade journals often talk about a global shipbuilding boom. But how does this narrative hold up when you look at what is really happening on the shipyard floor? We sat down with Arjen and Ralf to discuss the reality behind the numbers, from naval demand and workforce shortages to technology, knowledge, and Floorganise’s role in supporting shipyards worldwide.

Arjen Poortvliet

Naval Solution Lead at Floorganise

15+ years of experience in shipbuilding with Damen Naval
Former Site Manager overseeing end-to-end project execution
Led production and commissioning of naval vessels across multiple shipyards
International project background across Europe and Asia

Ralf Neckien

Shipyard Process Engineer at Floorganise

20+ years in shipbuilding with a focus on planning and production
Former Planning Supervisor and SAP PS Super User on complex vessel programs
Led planning teams, managing schedules, budgets, and project reporting

1. Trade journals talk a lot about a global shipbuilding boom. From what you actually see in shipyards, how real is this boom?

Arjen: In naval shipbuilding, the boom is very real. We clearly see rising demand, especially in defense. In countries like the Netherlands, long‑planned replacement programs are now moving into execution, but with significant pressure on capacity. The geopolitical situation, particularly the war in Ukraine and its impact on NATO budgets, has accelerated demand even further. The challenge is that shipyards are being asked to ramp up production after years of low frequency in major contracts. When you go from one large contract every ten years to simultaneous programs for submarines, frigates, and support vessels, the strain on capacity becomes obvious.

Ralf: The situation in the U.S. is very similar. Defense demand has increased sharply, and shipyards are facing real shortages not just in production slots, but also in facilities and skilled labor. On top of new builds, there is strong demand for auxiliary and supply vessels driven by aging fleets and newly available budgets. What has changed compared to the past is that repair capacity itself is now seen as a national security issue. That puts even more pressure on already stretched shipyards.

“Demand is rising fast, especially in defense, but shipyards now have to scale from one major contract a decade to multiple programs at once, putting real strain on capacity.”

2. What are the biggest challenges shipyards are struggling with today?

Ralf: Without a doubt, the biggest challenge is resources, especially skilled people. Welders, pipe fitters, and experienced trade workers are extremely hard to find, particularly in the U.S. market. This shortage is forcing shipyards to rethink how they work: improving floor utilization, increasing throughput, and introducing cobots and semi‑automated solutions to compensate for limited human capacity. Innovation today is not optional; it’s a necessity for survival.

Arjen: I completely agree, and I would add visibility as a second major challenge. Shipyards are complex environments with hundreds or thousands of people working simultaneously. Knowing who is doing what, and whether the right work is happening at the right time, is becoming critical, especially when labor is scarce. We often see production starting before engineering is fully ready, or departments working in silos without understanding their impact on each other. When capacity is limited, coordination becomes just as important as manpower.

3. Looking across Europe, the U.S., and Asia, what different priorities do you see? And where are the similarities?

Arjen: Every region is focused on efficiency, but they approach it differently. In much of Asia, especially China, labor availability is relatively high, so the focus is on material efficiency, using less steel, less waste. In Europe, labor is more expensive and harder to find, so shipyards prioritize labor efficiency, even if that sometimes means using more material to simplify construction. Quality also plays a dominant role in European shipbuilding, particularly in highly complex or custom vessels.

Ralf: The common denominator everywhere is the bottom line. Everyone is under cost pressure, but the levers they pull are different. Some regions optimize labor, others material, and others focus on process efficiency. What’s interesting is that these priorities are often less about geography and more about the type of shipbuilding, commercial, naval, or highly specialized projects all behave very differently.

4. In shipyards, how should knowledge and technology be balanced? Is there a trade‑off?

Arjen: Technology only works if you truly understand the process you’re applying it to. Knowing how to build a ship, sequence, priorities, bottlenecks, is just as important as knowing what you’re building. For one‑off, engineer‑to‑order vessels, implicit knowledge plays a major role. But when you move into series production, that knowledge must become explicit, structured, and supported by technology. Since technology requires significant investment, the business horizon matters a lot: series production justifies it, single projects often don’t.

Ralf: I like to think of it this way: for one‑offs, knowledge is more important than technology; for series production, the balance shifts toward technology. You can have the best machines in the world, but if you don’t know where to apply heat or pressure when shaping steel, you will still do it wrong. That kind of craftsmanship is hard to automate. Technology amplifies knowledge, it doesn’t replace it.

5. Does Floorganise have a clear vision for naval and shipyard solutions? What does that vision look like in practice?

Arjen: Our vision starts with understanding the real problem behind the question. Shipyards often know they have inefficiencies, but articulating them clearly, especially between IT and production, is difficult. Our role is to bridge that gap: to understand shipyard processes, speak the language of production managers and planners, and translate those needs into solutions using our software. Customers already see the potential, but they often ask for guidance on how to adapt their organization to fully benefit from it. We want to help frontline managers—foremen, planners, production managers—gain real insight into what is happening on the floor, what comes next, and where action is needed.

Ralf: Exactly. Floorganise is not just about software, it’s about making complexity manageable. In a shipyard environment, clarity and transparency are essential. Our tools are strong in reporting and insight, but the real value comes when customers understand how to use them to solve day‑to‑day production challenges. That’s where close collaboration with customers makes the difference.

“We work closely with shipyards to understand the question behind the question, bridging the gap between IT and production and helping organizations adapt to fully realize the potential of digital solutions in their everyday operations.”

From pressure to performance

Shipyards worldwide are facing unprecedented pressure, from rising naval demand and labor shortages to fixed‑price contracts and tighter schedules. The path forward lies in combining deep process knowledge with the right technology, supported by clear visibility and coordination.

At Floorganise, the goal is clear: help shipyards turn complexity into control and pressure into performance.