For years, Just in Time in shipping has mainly been discussed in terms of vessel arrival timing. The idea is clear: if a vessel arrives neither too early nor too late, fuel can be saved, anchorage congestion can be reduced, and waiting time can be limited.
That approach still matters. But for liquid bulk terminals, it is no longer enough.
A vessel can arrive exactly on schedule and still face delays. Documentation may not be complete. Inspections may not be aligned. Cargo may not be ready. Terminal resources may still be occupied. In that situation, a well-timed arrival does not remove inefficiency. It simply moves the delay from anchorage to alongside the berth.
That is why the industry needs to shift the conversation from JIT arrival to JIT operations.
In liquid bulk operations, real efficiency depends on more than the vessel’s ETA. It depends on whether the full port call is operationally ready.
That means berth availability, cargo readiness, inspections, resource planning, and compliance processes need to be aligned before the vessel arrives. Only then can arrival timing create real value.
The goal is not just to reduce time at anchor. The bigger goal is to reduce total terminal stay, improve predictability, and create a smoother process from arrival through departure.
One of the biggest challenges in liquid bulk is that inefficiency often starts long before the vessel arrives.
Planning and execution are still fragmented in many operations. Vessel schedules, berth planning, cargo status, inspections, surveys, and compliance documents are often managed through separate tools, emails, spreadsheets, and phone calls.
This makes coordination harder than it should be. A late ETA update can disrupt berth planning. Missing paperwork can delay the operation. Misalignment between vessel and terminal readiness can create last-minute pressure across the port call.
What appears to be a berth delay is often the result of poor visibility and weak coordination in the days before arrival.
JIT operations only work when the underlying process is reliable.
That starts with operational excellence. Terminals need clear roles, clear handovers, standard workflows, and shared milestones. When processes are consistent, teams can work more efficiently and with fewer surprises.
Without that foundation, earlier planning does not solve the problem. It simply moves uncertainty further upstream.
JIT operations are therefore not just about better scheduling. They are about building a more controlled and predictable operating model.
Digitalisation plays a key role here.
Digital workflows help terminals replace fragmented communication with shared processes and real-time visibility. Instead of relying on long email chains and last-minute calls, stakeholders can work from one operational picture.
That matters because a port call involves multiple parties. Terminals, agents, surveyors, marine service providers, and vessels all depend on timely and accurate information. When updates are visible earlier, it becomes easier to assess impact and respond in a coordinated way.
Connected operations do not remove complexity, but they make complexity easier to manage.
JIT operations may sound like a long-term ambition, but the first steps are practical and achievable.
A good starting point is digitising maritime operational processes such as ship-to-shore communication, safety workflows, and documentation. This helps reduce manual work, improve consistency, and support safer and more efficient operations.
The next step is predictability. Once processes are digital and standardised, terminals can improve berth planning, resource planning, and outage coordination. Sharing relevant planning information with key stakeholders creates better alignment and helps others plan around confirmed terminal readiness.
From there, terminals can begin measuring performance more effectively. Waiting times, berth utilisation, and recurring delays become more visible. That makes it possible to address structural issues instead of reacting to them case by case.
The value of JIT operations is not limited to a future vision of the supply chain. It delivers practical benefits today.
Terminals that improve readiness and coordination can reduce ad-hoc communication, stabilise berth planning, and create a better experience for customers. Vessel calls become more predictable. Terminal teams spend less time firefighting. Customers gain more confidence in the terminal’s ability to perform reliably.
Even without full supply chain participation, these steps already create operational value.
For liquid bulk terminals, Just in Time needs a broader meaning.
It should no longer be seen only as an arrival concept. It should be understood as the ability to align the full port call around operational readiness. When terminals combine strong processes with connected operations, arrival timing becomes far more effective.
The real opportunity is not only to help vessels arrive on time. It is to make sure the terminal is ready when they do.