for Ind-Aust Maritime Pvt Ltd

Meeting 1 of 4 Requirement analysis

We read your paperwork,
not just your brief.

Everything in this deck is drawn from your own job reports, kit sheets and employee list. Thirteen steps. We finish by agreeing what gets built first.

10 September 2026 · Eiosys Private Limited

Before we start

What we went through.

Your operating documents

Five job reports and time sheets: STRAIT ISLAND, KAMORTA, KATCHAL, BARATANG, HUTBAY

Five 6EY26 routine kit sheets: 1000, 2000, 4000, 8000 and 16000 hour

Employee list, 129 people across five branches

Port Blair organogram

Your notes on organisation, spares and purchase

What that told us

Running hours are tracked per engine, not per vessel, and the two engines drift apart

Your reference numbering already exists and works

Kits range from six parts to nearly three hundred

Time sheets already separate normal and additional hours

The system needs roughly eleven roles, not four

The brief described a fleet management system. Your documents describe a service business. Those need different software, and the difference is worth ten minutes of this meeting.

Step 1 What the business actually is

You are a service company, not a shipowner.

This is the most important correction to the original brief, and it changes the shape of the whole system.

Step 2 The shape of the system

There are two halves, and the brief only described one.

Your own note says billing is sometimes completed later than the work. That pain lives entirely in the right half. Fixing it means the time sheet and the invoice have to be the same object in the system, not two separate ones.

Step 3 The fleet as your reports describe it

Five vessels, ten main engines.

Every hull carries a port and a starboard engine, each with its own serial and its own hour count.

Vessel	Engine	Port serial	Stbd serial	Port hours	Stbd hours	As of
MV STRAIT ISLAND	M200EN	FNK-0393	FNK-0392	30,706.4	30,716.6	10.07.2026
MV BARATANG	M200EN	FNK-0373	FNK-0372	28,630	28,630	15.06.2026
MV HUTBAY	M200EN	FNK-0391	FNK-0390	23,264.1	23,264.1	19.06.2026
MV KAMORTA	M200EN	FNK-0383	FNK-0382	not stated	not stated	28.04.2026
MV KATCHAL	M200EN	FNK-0367	FNK-0366	not stated	not stated	13.04.2026

01

Is this the full list, and does every vessel get an IMO number in the system as your notes suggest?

IMO becomes the permanent identifier, so vessel renames and transfers do not break history.

02

Two of these five reports leave the running hour field blank. Is that normal, or was it missed?

If hours can be blank the system needs to handle a job with no reading, which affects the forecast.

Step 4 How running hours actually work

The counter never resets. The routines nest inside each other.

Taken from the STRAIT ISLAND report, port main engine. This is the real data structure, not a simplification.

Routine	Last carried out at	On date	Meaning
8000 hourly	27,585.4	23.03.2024	Major overhaul, the 298 part kit
2000 hourly	29,741.0	12.04.2025	Six part kit
1000 hourly	29,908.0	20.01.2026	Spares as per client request
250 hourly	30,706.4	10.07.2026	Latest job, current reading

What the system stores

A reading log per engine, plus a last-done register per routine per engine

What it calculates

Hours remaining to each routine, and a forecast date from the run rate

What it triggers

The order nudge, seventy days before the work is due

Worth checking together

The HUTBAY report records the last 8000 hourly routine at 26,781.3 hours, but the current reading on the same page is 23,264.1. One of those numbers is out by a wide margin. This is exactly the kind of error the system should catch at entry, which is why we want to store readings rather than totals.

Step 4 Confirm now

Five questions about the hour count.

03

Do auxiliary engines, generators, pumps and compressors also carry running hours, or only the two main engines?

Decides how big the machinery register is and how many forecasts run.

04

Your notes say the engineer calls the ship engineer for hours. How often, and who is responsible if nobody calls?

The system needs an owner for that task and a reminder when the reading goes stale.

05

If a reading is entered wrong and corrected later, and a forecast has already moved, should the system recalculate quietly, warn, or block?

This is a rule with money attached, because the forecast drives the order.

06

Do any routines run on calendar as well as hours? Your 1000 hour sheet mentions a three monthly oil sample and the 4000 sheet mentions yearly items.

Your own kit sheets already contain time based items, so the scheduler probably needs both.

07

When an engine is replaced or overhauled entirely, does the hour count continue or start again?

Decides whether the engine or the vessel owns the history.

Step 5 Routines and kits

Six routine levels for one engine model.

From your own 6EY26 kit sheets. The scale difference between them is the thing to design for.

Routine	Scope items	Parts listed	Note from your sheet
250 hourly	not documented	not documented	Appears in job reports but we have no kit sheet
1000 to 1500	4	none fixed	Spares as per client request
2000 to 2500	4	6	Fuel injection valve focused
4000 to 5000	10	114	Eight parts marked critical, one spare each
8000 to 10000	16	298	Turbocharger spares excluded, depend on make
16000 to 20000	4	7 additional	Sits on top of the 8000 kit, does not replace it

Two quantity columns

Your sheets carry Qty and Qty Recommended separately. We will model both rather than collapsing them.

Criticality is already in your data

Impellers and shafts are marked critical, one spare. That becomes a stock rule, not a comment.

Condition based items

Camshaft bush renewal is largely condition based. Some kit lines are optional until inspection.

Step 5 Confirm now

Five questions about the catalogue.

08

Are kits standard per engine model, or does each vessel end up with its own variant over time?

Decides whether the catalogue is one set per model or one per hull. This is the single biggest sizing question in the spares half.

09

All five job reports are M200EN, but all five kit sheets are 6EY26. How many engine models do we need to hold?

Each model brings its own routine set, its own kits and its own manuals.

10

Your note says one kit, one vendor only. Does that hold even for a 298 line kit where one item is unavailable?

Decides whether a requisition can ever split across vendors, and what happens when it must.

11

The ship Master signs approval for additional spares beyond the standard kit. Should that approval live in the system with the signed document attached?

Decides whether the extras path is a workflow or an email.

12

You want PDF manuals for all parts. Are these attached at part level, at system level, or at engine model level?

Decides how the file library is organised and how large it becomes.

Step 6 The forecast and the nudge

The one automation that pays for the project.

13

Is seventy days the manufacturing time alone, or does it already include freight and clearance?

Your notes say Yanmar only decides shipping after manufacturing is complete, so the second half of that window is unknown at order time.

Step 7 The purchase chain, orientation only

Seven stages, two hard rules.

As you described it. Meeting 2 goes through each stage screen by screen.

Step 7 How the part actually reaches the ship

From Japan to Port Blair.

Taken from your answers document. Simpler than we expected, and that simplicity is good news for scope.

Shipping decided late

Yanmar fixes the mode only once manufacturing and packing are done, because weight and dimensions are known then.

Mostly air

More than ninety percent by air. Emirates internationally, Indigo or Air India domestically. Sea once a year at most.

Tracked by AWB

The airway bill number is the tracking handle, so the system holds it and the sales person watches it.

Customs handled by the agent

Rarely an issue. Only dangerous goods get held, and only when a declaration form is wrong.

Receipt at the airport

The agent confirms. Then your own tempo carries it to the Port Blair warehouse.

Still open

You flagged that the internal office confirmation process needs checking. That is the maker and checker step.

The consequence for the software

At the moment you place the order, nobody knows the arrival date. So the system cannot store one promised date. It has to carry an estimate that firms up in stages, manufacturing complete, then packed, then despatched with an airway bill, and raise a warning each time the forecast slips against the work date.

Step 8 The organisation

129 people, five branches, roughly 86 system users.

From your employee sheet. The numbers below are the ones we will size the system against.

59

Port Blair, Engineering Services

29

Navi Mumbai, Head Office

20

Mumbai, Shared Services

14

Cochin

6

Kolkata

71

Marked yes for the system

15

Marked maybe, need a decision

43

Marked no

14

The fifteen marked maybe are mostly accounts and shared services. Are they in or out?

Licensing and the billing half of the system both depend on this answer.

Step 8 Roles

Eleven roles, from your own sheet.

Role in your sheet	Count	What they will do in the system
Technician	28	Named on job cards, hours captured against them
Engineer	13	Executes jobs, records running hours, writes the job report
Senior Engineer	13	Service engineer of record, signs the report
Fitter or welder	12	Named on job cards alongside technicians
Area management	11	Allocates people, approves, sees the branch view
Sales	6	Receives the order nudge, tracks delivery, raises the client invoice
Accounts	4	Vendor payment, currency conversion, client billing
Admin	2	Masters, users, shipping coordination
Director and executive	4	Cross branch dashboards, escalation recipient
Procurement	1	Vendor management, quotations, orders

15

Should a Kolkata engineer see Port Blair jobs, or is everyone scoped to their branch?

Branch scoping is a day one decision, not a setting we add later.

16

Will technicians and engineers use this on a phone at the vessel, or only at a desk afterwards?

Decides whether the job card is a mobile screen or an office form.

Step 9 The job report and time sheet

Your format stays. The system just produces it.

Ind-Aust IMS L3 0046 and 0047. We rebuild these as system output rather than a typed document.

Job report header, already standard

Customer, place, vessel name, date, completion day

Engine model, port and starboard serials, running hour

Service engineer, named technicians, lube oil and fuel oil type

SESVP-127/26-27/CANSRU/MV STRAIT ISLAND

Client reference numbers: RS no, enquiry no, RFQ no, PR no

Job scope, job performed, then four signatures

Time sheet, the billing source

Date, time from and to, description of work

N for normal hours, A for additional hours, T for total

Job category in the header: routine, emergency, or APS

KAMORTA emergency job ran 1700 to 0120, all 8.5 hours additional

KATCHAL APS job ran 0830 to 1730, 9.0 hours normal

Same four signatures as the report

Your own note says billing is sometimes completed later than the work. The time sheet is already the evidence for billing. Once it lives in the system, the invoice can be raised the day the job closes rather than weeks after.

Step 9 Confirm now

Six questions about work and billing.

17

How many job categories are there? We have seen routine, emergency and APS. Are there others, and does each bill differently?

Category drives the rate, the approval path and the report template.

18

Work hour based billing with a possible five percent addition. What exactly is the rule, and who decides it applies?

This has to be arithmetic before it can be code. Concept is not enough.

19

Is billing raised only at Head Office, or can Port Blair and Cochin raise it too?

Decides where invoice numbering lives and who approves.

20

Your notes mention an LLM filter, a scanned copy, and the Chief Engineer signature, with the ship keeping the data and never sending it to Head Office. What is the intended flow?

We read this as: signed reports must reach Head Office automatically. We want to confirm before designing it.

21

A customer work order number comes from ERPNext today. Does the new system replace ERPNext, sit beside it, or read from it?

This is the biggest single question about the project's boundary.

22

Overtime is already captured as column A. Does it feed payroll as well as billing?

Decides whether we touch payroll at all, which we would rather not.

Step 10 People, expenses and knowledge

The half the brief never mentioned.

All of this comes from your organisation notes. None of it exists in the original document.

Job allocation and rotation

Team leaders assign people to jobs, rotate technicians, pull in emergency manpower and adjust time off when extra hours have been worked. Management needs to see how many emergency and maintenance jobs each person and team handled.

Resource requisition between branches

A head technician requests engineers or technicians from Mumbai. This is the same shape as a spare part requisition: raise, approve, fulfil, track. We can build it on the same engine.

Expense tracking

Job wise and branch wise, split across preventive, predictive and emergency work. Needed to know what a job actually cost against what it billed.

Lessons learned

Every job can produce a lesson. Captured at closure, shared with other teams, searchable later. When one vessel hits a problem, the next team facing it should find the answer rather than rediscover it.

23

Is this half in scope for the same project, or a phase two?

It roughly doubles the system. We would rather agree that openly now than discover it in month three.

Step 11 What we build first

Module 1, the foundation both halves stand on.

The last line is invisible to users and nearly free today. Adding an audit trail or a numbering service once fifty screens exist means rebuilding fifty screens.

Step 12 Decisions

Nine things to settle before we leave.

Ref	Decision	Owner
D1	Is the service half in scope for this project, or phase two	Ind-Aust
D2	Is CANSRU the only client, or do we design for several	Ind-Aust
D3	Running hours on main engines only, or all machinery	Ind-Aust
D4	Kits standard per engine model, or per vessel	Ind-Aust
D5	How many engine models the catalogue must hold	Ind-Aust
D6	Branch scoping of users, yes or no	Joint
D7	Mobile capture at the vessel, or office entry afterwards	Joint
D8	The fifteen maybe users, in or out	Ind-Aust
D9	ERPNext: replace, sit beside, or integrate	Ind-Aust

Step 13 Actions

What each side does next.

From Ind-Aust, before Meeting 2

The email in which engineers decide a kit, as you offered.

One complete purchase chain: requisition, quotations, order, invoice, payment, including a Yen one.

A sample work done report and the current billing format.

The routine spare part price list.

How running hours reach the office today, in whatever form exists.

Your answer on vessel deactivation, and whether spares are still ordered afterwards.

The custom duty question and the goods received confirmation process you flagged.

From Eiosys, within 48 hours

Written summary of everything agreed today.

Module 1 specification: every entity, field and rule, traceable to your answers.

A revised scope view showing both halves, so the commercial conversation is honest.

Open items list with names and dates.

Date and agenda for Meeting 2, the purchase chain.

Closing question

If we build only Module 1 and nothing else, could you start entering real vessel and hour data into it?

If the answer is no, the foundation is scoped wrong, and we should fix it before we leave the room.

264-265, Vaswani Chambers, Dr Annie Besant Rd, Worli, Mumbai 400030
mubasshir@eiosys.com · eiosys.com

15+ years · 38 engineers · 380+ projects · 225+ clients

We read your paperwork,not just your brief.