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Maritime ERP · Discovery
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.

Prepared for Ind-Aust Maritime Pvt Ltd · by Eiosys Private Limited

10 September 2026

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.

Yanmar Japan Manufactures the spares Decides the shipping Ind-Aust Maritime Yanmar authorised service centre 129 people, five branches Buys the spares, does the work, bills the client CANSRU CSL Andaman Ship Repair Unit Sri Vijayapuram Their vessels STRAIT ISLAND, KAMORTA, KATCHAL, BARATANG, HUTBAY The ships are your customer's asset. The engines are your responsibility. The people and the spares are your cost.
Step 2 The shape of the system

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

The hundred and twenty day run-up to one job. Parts above the line, people below it. They converge on the day the engineers board the vessel. The original brief described only the top lane.

PARTS · the spares half Forecast raised Hour reading says the 1000 hourly falls due Automatic Nudge and order Sales notified, requisition, quotes, negotiation, PO Escalates if ignored Made in Japan Yanmar manufactures, packs, then fixes shipping Arrival date unknown until here In the air Air freight, AWB tracked, agent clears customs Warn if it slips Received Tempo to Port Blair store, maker and checker sign off Stock updated day −120 day −70 day −40 day −10 day 0 day +3 Crew planned Team leader blocks the window, checks availability Branch capacity view People assigned Service engineer plus five technicians named Resource request to Mumbai if short Work done Time sheet: normal hours, additional hours, total Hour reading captured Closed out Report signed by four parties, client billed Expense booked, lesson captured PEOPLE · the service half Day 0 also writes the next hour reading, which starts the next countdown. The loop closes here.

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.

PORT STBD Bridge and accommodation Bow Stern MV STRAIT ISLAND IMO number · client: CANSRU Engine room · two main engines, tracked separately LEVEL 1 · ENGINE UNIT Port main engine M200EN · FNK-0393 30,706.4 running hours, never resets Starboard main engine M200EN · FNK-0392 30,716.6 10.2 hours ahead of port LEVEL 2 · FUNCTION GROUP Propulsion Cylinder head Piston and con rod Crankshaft and bearings Camshaft and timing Cooling water Lube oil Turbocharger LEVEL 3 · SYSTEM Fuel injection pump Plunger assembly Delivery valve assembly Rack and rack pinion Spring and retainers O-rings and packings 28 line items in the 8000 hr kit LEVEL 4 · THE PART PLUNGER ASSY 151695-51102 Qty in kit 6 Qty recommended 2 Appears in routines 4000 hr · 8000 hr Criticality critical Planning lead time to be confirmed Every forecast, every requisition and every job card in the system resolves to this chain. The 8000 hour kit alone contains 298 of these. The 2000 hour kit contains six. The system has to handle both without changing shape.
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.

NOW · 30,706.4 8000 hourly 298 part kit last done 27,585.4 · off scale left next at 35,585 · far away 2000 hourly 6 part kit 29,741.0 next 31,741 1000 hourly spares on request 29,908.0 next 30,908 · 202 hours away 250 hourly no kit sheet yet just done 10.07.2026 next 30,956 29,500 30,000 30,500 31,000 31,500 running hours → What the system has to hold Not one number per engine. A reading log, plus a last-done mark for every routine, so four countdowns stay live at once and the nearest one drives the calendar.
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.

Current reading 30,706.4 Port main engine Next routine due at 31,000 From the last-done register Forecast work date from run rate Hours per day at sea Nudge to order 70 days prior Sales team notified If nobody acts, it escalates Your note: if the sales person does not create the order or take the action, the higher authority is notified. We need the names, the waiting period, and the channel before we can build it.
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.

Requisition Forecast driven Quotation Many vendors Negotiation Price can move Purchase order Price frozen Delivery Partial or full Invoice Maker checker Payment INR, Yen, USD Rule one: price may vary after quotation, never after the order. Rule two: one kit goes to one vendor only. Your note also says transit tracking is out of scope for this version. We track vendor, on board and fitted.
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.

Spares half Forecast, requisition, quotation, order, delivery, payment Service half Allocation, job card, time sheet, job report, billing, expenses They meet at the job One vessel, one engine, one routine, one date, one crew, one set of parts Module 1, built first Clients and vessels by IMO · Engines by serial, port and starboard · Running hours ledger and last-done register Routine and kit catalogue per engine model · Parts with criticality and lead time · People, branches, roles and scoping Audit trail · Reference numbering in your SESVP format · Manual and drawing library · Notifications and escalation

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

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