The Shipbuilding Industry in Bangladesh

The Shipbuilding industry in Bangladesh
THE SHIPBUILDING INDUSTRY IN BANGLADESH:

PROBLEMS AND PROSPECTS FOR FUTURE GROWTH:
BFTI RESEARCH PAPER 1/2008
By
Gustav Brink, Tofayel Ahmmad and Jakia Sultana
Address:
1, Kawran Bazar, TCB Building (5th) Floor, Dhaka
Telephone: + 880 2 8833003 – 4
Email: [email protected]
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Introduction to the BFTI
The Bangladesh Foreign Trade Institute (BFTI) is a non-profit research and training
institute built on the concept of a public-private partnership. The European
Commission is currently assisting the BFTI with start-up costs and technical
assistance to set it up within a short time as the premier foreign trade institute of
the country. However, the medium term goal of the BFTI is to attain operational
independence and financial self-sustainability. To this end it offers fee-based training
courses, consulting and other services.
The BFTI strives to emerge as an excellent institute in Bangladesh for creative

research and training on trade related issues catering to the needs of the
government and the private sector. With the gradual abandonment by countries of
highly restrictive trade practices and import substituting industrialization strategies,
the world economy has begun to bring countries ever closer with the growing
popularity among nations of both the trade liberalization and export-oriented
industrialization strategies. Bangladesh’s increasing integration into this changed
global trade environment, and its participation in the World Trade Organization
affairs and regional/bilateral trading arrangements have greatly enhanced the
importance of the BFTI as an effective trade research and policy think tank.
Vision and Mission
Vision:
To be an internationally reputed institute for trade policy research, and a centre of

excellence for education and training of the highest standard on trade and business
related subjects.
Mission:
To enhance trade and business knowledge of the government and private sector
officials through top quality research, policy advice, education and training.
Disclaimer:
The views expressed in this research paper are those of the researchers and do not
necessarily reflect those of the BFTI, the Ministry of Commerce or the shipping
industry in Bangladesh.
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Table of contents
Contents
Glossary ..................................................................................................................................................5
Executive Summary ..............................................................................................................................6
1. Introduction ...................................................................................................................................7
1.1. Introduction ...........................................................................................................................7
1.2. Hypothesis..............................................................................................................................7
1.3. Scope of the study ................................................................................................................8
1.4. Objectives/Importance of the study...................................................................................8
1.5. Research methodology applied ...........................................................................................8
1.6. Outline of study .....................................................................................................................9
2. Overview of the industry............................................................................................................11
2.1. Introduction .........................................................................................................................11
2.2. History of shipbuilding in Bangladesh ..............................................................................11
2.3. Changes in the international arena ..................................................................................12
2.4. Types of vessels ..................................................................................................................14
2.5. Current Bangladeshi ocean-faring shipbuilders ..............................................................14
2.6. Industry requirements ........................................................................................................16
2.7. Potential Bangladeshi ocean-faring shipbuilders ............................................................20
2.8. Other stakeholders..............................................................................................................21
2.8.1. Suppliers of raw material ...........................................................................................21
2.8.2. Customers ....................................................................................................................22
2.8.3. Government of Bangladesh .......................................................................................22
2.9. Conclusion ............................................................................................................................23

3. Analyses........................................................................................................................................24
3.1. Introduction .........................................................................................................................24
3.2. SWOT analysis of the industry ..........................................................................................24
3.2.1. Introduction .................................................................................................................24
3.2.2. Infrastructure ...............................................................................................................25
3.2.3. Capital and financial expenses ..................................................................................26
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3.2.4. Raw material availability (upstream industry) (domestic and import) ................29
3.2.5. Availability of skilled labour .......................................................................................29
3.2.6. Quality and technological database..........................................................................30
3.2.7. Effect of current international financial crisis..........................................................31
3.3. SMART analysis on possible government intervention .................................................. 32

3.3.1. Introduction .................................................................................................................32
3.3.2. Bank guarantees .........................................................................................................33
3.3.3. Full Green Channel status for the industry .............................................................34
3.3.4. Creation of EPZs ..........................................................................................................35
3.3.5. Currency charges ........................................................................................................36
3.3.6. Infrastructural development ......................................................................................38
3.3.7. Tax holidays .................................................................................................................38
3.3.8. Direct subsidies on delivery .......................................................................................39
3.3.9. Technology ...................................................................................................................40
3.3.10. Development of upstream industry ......................................................................41
3.3.11. Employment opportunities .....................................................................................42
3.3.12. Shipbuilding licenses...............................................................................................43
3.3.13. Trade fairs ................................................................................................................43
3.3.14. Establishing a Shipbuilders Exporters’ Association.............................................44
3.4. Cash flow implications ........................................................................................................44

3.5. Conclusion ............................................................................................................................49
4. Proposals ......................................................................................................................................51
5. Conclusion ....................................................................................................................................53
6. Bibliography .................................................................................................................................54
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Glossary
Ananda Ananda Shipyards and Slipways Limited
BFTI Bangladesh Foreign Trade Institute
BSA Bangladesh Shipbuilders’ Association
DWT Deadweight tonnage, an expression of a ship's carrying capacity,
including the weight of the crew, passengers, cargo, fuel, ballast,
drinking water, and stores
FAO Food and Agricultural Organisation
GDP Gross Domestic Product
High Speed High Speed Shipbuilding and Engineering Co Ltd
KSY Khulna Shipyard Ltd
LCs Letters of credit
LDCs Least Developed Countries
LDT Light displacement ton - The weight of a ship without anything on
board, used to determine the value of a ship which is to be scrapped
NBR National Board of Revenue
SMART Specific, Measurable, Achievable, Realistic, Timely analysis
Subsidies WTO Agreement on Subsidies and Countervailing Measures
Agreement
SWOT Strengths, Weaknesses, Opportunities and Threats analysis
Western Western Marine Shipyards Limited
Marine
WTO World Trade Organisation
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Executive Summary
Shipbuilding is synonymous with Bangladesh. Thousands of locally-built ships ply its

inland waters. It also has a history of supplying ocean-faring vessels to European
countries, including ships that partook in the Battle of Trafalgar. During the 20th
century Bangladesh no longer produced ocean-faring vessels and concentrated on
riverine and coastal water vessels.
In 2005, Ananda Shipyards and Slipways Ltd secured the first modern order for
ocean-faring vessels and it delivered the first ship in the first half of 2008. It has
received significant further orders, while a second company, Western Marine, has
also received significant orders. There is growing interest in this sector, with several
companies indicating that they will upgrade existing facilities to meet international
standards or that they will invest in the industry. Sceptics remain and there are
those that do not believe that growth in the industry will be sustainable. These views
are supported by the current international economic crisis.
On the other hand, with decreasing international trade volumes there may be an
opportunity to supply smaller ships that do not require the same operational costs as
larger vessels. More than half the international fleet of small ships is more than 20
years old and need to be replaced. All expectations are that the international
financial crisis will be relatively short-lived, whether that be two years of five years.
Other countries, including India and Indonesia, are in the process of setting up
shipbuilding facilities. If Bangladesh falls behind at this stage it may not be in a
position to enter the market later.
This research paper will show that there are several options available to Government
to support the domestic industry. While some of the options, for instance direct
subsidisation on exported vessels, are not supported as it would place too high a
burden on Government and as the actual positive impact on the economy as a whole
could not be determined, there are options available that would place little burden
on Government funds, yet would have far-reaching positive implications not only on
the shipbuilding industry, but the economy as a whole. This includes assisting the
upstream industry in obtaining the necessary “Class” standards to enable it to supply
the shipbuilding industry. Once this has been achieved, the upstream industry could
attain critical mass by also exporting raw materials and components, thus growing
independently of the shipbuilding industry itself.
It is concluded that prospects for the industry are good, provided Government
creates, as a matter of urgency, an enabling environment in which the industry can
flourish.
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1. Introduction
1.1. Introduction
Historically Bangladesh is a country with a very limited range of export products and
textiles and ready-made garments have traditionally constituted the bulk of its
exports. In the recent past, however, very significant export orders for small ocean-
faring vessels have been placed with a number of Bangladeshi shipbuilders, with
further Memorandums of Understanding signed, sparking interest in this industry.
These export orders were obtained by the companies without any assistance from
the Government of Bangladesh. This research paper provides a broad overview of
the state of the shipbuilding industry in Bangladesh and possible government
assistance that may create an enabling environment to ensure maximum growth of
the industry.
It should be noted that this research was done over a short period of time and that
additional research may be required as regards specific areas of interest, including
the specific effect of different forms of Government assistance. In addition, a
broader study may be undertaken to include the views of potential entrants to the
shipbuilding industry.
1.2. Hypothesis
Shipbuilding is a way of life in Bangladesh and stretches back over several centuries.
Most ships and boats built to date were destined for use on inland or in coastal
waters. Since 2006 Bangladesh has shown significant growth in the shipbuilding
industry, especially as regards exports or intended exports. Preliminary indications
are that the industry can grow on a sustainable basis for several years.
Major shipbuilding countries such as China, Japan, Korea and Vietnam have all
moved their focus towards building large ocean-faring vessels, for which less
intensive labour is required. This, however, has left a void in the building of small-
sized ocean-faring vessels, i.e. vessels with a capacity not exceeding 25,000 DWT.
This gap is now being filled by inter alia Bangladesh, India and Indonesia, with at
least the Indian government providing significant support to its shipbuilding industry.
Although there are some restrictions on the expansion of the industry in Bangladesh,
e.g. the availability of raw materials and components such as steel and furnishings,
as well as certain infrastructural shortcomings, the availability of skilled labour in the
shipbuilding industry and recent gains and international recognition of product
quality and technological cooperation can lead to significant growth in the industry
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over the medium to long term. It is envisaged that the shipbuilding industry can
become Bangladesh’s second largest export currency earning production industry
after ready-made garments by the year 2015, provided the government creates an
enabling environment for the industry to flourish.
1.3. Scope of the study
This study is limited to the shipbuilding industry in Bangladesh that produces or

intends to produce ocean-faring vessels with a capacity not exceeding 25,000 DWT,
i.e. “small” sea-faring vessels. In consultations with the industry it was found that
although no fully-laden ships with a capacity exceeding approximately 10,000 DWT
could sail the rivers in and around Dhaka as the rivers are not deep enough to allow
passage, ships of a capacity up to around 25,000 DWT can be built and launched
from Menghna Ghat just outside Dhaka. To a lesser degree the same is true in
respect of shipbuilding in areas such as Khulna, Mongla and Chittagong. It is not
anticipated that ships with a capacity exceeding 25,000 DWT will be built in
Bangladesh in the foreseeable future.
1.4. Objectives/Importance of the study
As indicated in the hypothesis it is estimated that the shipbuilding industry could

become the second biggest exporting industry in Bangladesh within a period of no
more than seven years, i.e. by 2015. The purpose of this research paper is to
determine the long-term potential of the industry and to identify the best ways in
which the Government of Bangladesh can support the industry to attain its
maximum growth potential.
In considering the long-term potential of the industry, cognisance has to be taken of

several factors, including the long-term view for international demand for shipping
and for small vessels in particular, the reasons why other shipbuilding nations have
moved away from building small vessels, the sustainability of subsidies granted in
competing shipbuilding nations and the potential of developing the necessary
technology and skills to build small ocean-faring vessels in Bangladesh to
international specifications.
1.5. Research methodology applied
The researchers started by carrying out a literature review, mostly through reference
to information available on the internet. After acquiring the necessary background
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material and a basic understanding of the industry, separate questionnaires were

drafted for the Bangladesh Shipbuilders’ Association and for the three main export-
oriented shipbuilders to elicit the necessary data required for incorporation of the
study. These three shipbuilders represent the total industry that has entered into
contracts or Memoranda of Understanding for the delivery of ocean-faring vessels.1
In addition, the researchers conducted interviews with relevant parties. On August

13, 2008, the researchers visited the Bangladesh Shipbuilders’ Association (BSA) to
gain further insight into the industry, with visits to High Speed Shipbuilding (High
Speed) on 28 October 2008, Western Marine Shipyards Limited (Western Marine) on
30 October 2008 and Ananda Shipyard and Slipways Limited (Ananda) on 9
November 2008. On 30 July 2008 an interview was also conducted with Mr Omar
Faruq, the director at the Bangladesh Export Promotion Council responsible for
shipping matters, and on 11 November 2008 an interview was held with Mr. Phillip
Marsham of Maersk Line.
Questionnaire responses were received from High Speed, Western Marine and
Ananda and these were analysed along with information obtained during the
interviews to determine the medium and long-term potential of the industry.
1.6. Outline of study
Chapter 2 covers the shipbuilding industry. It provides a brief overview of the history
of shipbuilding in Bangladesh, as well as developments in other parts of the world
that have led to the orders for ocean-faring vessels. It also considers the types of
vessels that have been ordered from Bangladesh and vessels Bangladeshi
shipbuilders could supply in future. Last, it identifies who the current and potential
producers are and the investment required to enter the market.
Chapter 3 sets out the findings regarding all aspects of the research, including on
the availability of raw material and labour, infrastructure, capacity, quality,
technology, and government intervention. All information is analysed on the basis of
a SWOT analysis and/or the SMART analysis. This includes an evaluation of cash
flow during the construction of a ship.
1
Considering the time frame within which this research was conducted there was not an opportunity to
consult with potential shipbuilders. From consultations with the three shipbuilders and the SBA it appears that
at least 5 more shipbuilders could enter the export market within a period of one year or less, while an
additional 8 shipbuilders could enter the industry within a period of approximately 2 years if an enabling
environment was created.
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Chapter 4 sets out the BFTI’s proposals on how the Government of Bangladesh
could best support the industry to grow, while Chapter 5 contains the researchers’
conclusion.
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2. Overview of the industry
2.1. Introduction
Bangladesh has a long history of shipbuilding as regards riverine, coastal and ocean-
faring vessels. Since the beginning of the 20th century, ocean-faring vessels have not
played in major role in economic development. However, in view of the large
international market for small ocean-faring vessels, the impact of labour cost on
such vessels and the abundance of skilled labour at low prices in Bangladesh, there
is significant potential for Bangladesh to re-enter this market.
2.2. History of shipbuilding in Bangladesh
Bangladesh has a rich history in the shipbuilding industry with accounts found in
writings of travellers to Bengal more than ten centuries ago and some travellers
referring to Chittagong as the centre of building ocean-faring vessels.2 By the
beginning of the 19th century Chittagong produced ships of 1,000 tons.3 Bengali-
built ships were used by the British Navy in the Battle of Trafalgar in 1805,4 while
some of the current shipbuilders have indicated that some of the Portuguese and
Dutch discoverers of the 15th and 16th century returned to Europe from Asia using
Bangladeshi-built ships.5 Between 25 and 30 Chittagong-built ships were exported
annually to various countries at the beginning of the 20th century. However, the
industry started waning due to the emergence of steam engines and other factors,
including protection granted to colonial powers to their own shipbuilding industries.6
Shipbuilding did not vanish, but retreated to focus on local demand and today there
are about 300 small and large dockyards, generating about 100,000 jobs.
Shipbuilding in Bangladesh therefore refocused and essentially delivered vessels for
use on the inland waterways and within the coastal zones of Bangladesh only, i.e.
ships that did not have to be approved for use in international waters. Bangladesh,
through the company Highspeed, delivered eight vessels for use by the Food and
2
http://banglapedia.search.com.bd/HT/S_0348.htm (accessed 11 November 2008).
3
4
http://banglapedia.search.com.bd/HT/S_0348.htm (accessed 11 November 2008); Parvez (2008);
http://www.bangladeshpositive.info/Bangladesh.html (accessed 11 November 2008)
5
Interview with Mr. Sakhawat Hossain of Western Marine.
6
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Agricultural Organisation (FAO) to Rome, Italy, in early this decade. These 2,900
DWT vessels were used for shipping in coastal waters.
2.3. Changes in the international arena
During the first three decades following World War II most shipbuilding took place in
Europe and Japan.7 Over the last two decades of the 20th century, shipbuilding
started to move away from Europe towards lower cost countries in Asia, notably
Korea, with China also entering the market in the last decade. India, Indonesia and
Vietnam also entered the shipbuilding industry during the last decade. Owing to the
high cost of skilled labour and the relatively larger cost of labour in the overall cost
structure of smaller ships vis-á-vis larger ships, some these Asian producers have
started to move away from building small ocean-faring vessels, rather concentrating
on the larger and more profitable vessels.8 At present the shipbuilding industry is still
dominated by Japanese and Korean shipyards which together accounted for 73% of
the total world output in 2005. China has gained 13.5% of the world market share,
with the European Union at 7%.9 Bangladesh currently has a market share of less
than 0.1%.
Graph 2.3.1: Development of world shipbuilding industry
http://www.equitymaster.com/detail.asp?date=2/15/2007&story=1.
7
8
Khan (2008).
9
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Shipbuilding rules have also changed significantly over the past 15 years, i.e. since
the Exxon Valdez accident and the subsequent oil spill that destroyed vast tracks of
nature in Alaska. These new measures have increased the costs of shipbuilding
significantly and have forced many shipbuilders out of business.10 In addition, during
the early part of this decade, more ships were being scrapped than normal as a
result of high scrap metal prices that developed as a result of the significant demand
for steel in China.11 All of this led to older ships being replaced with super-vessels in
which labour costs, including engineering, represented a very low proportion of total
costs.12 At present, shipyards in China, Korea, Taiwan, Singapore and Japan are fully
booked for the next ten years buildings super-ships, and the owners cannot find
yards to build smaller vessels, which provided an opportunity for Bangladesh.13
As a result of the growth in international trade volumes, including to areas where

shipments do not take place on large vessels, the market for small ocean-faring
vessels grew significantly and is now estimated to be as big as $400 billion
annually,14 although some estimates place this figure at only $200 billion.15 Several
sources are optimistic that Bangladesh could achieve at least a 1% market share,
i.e. exports of as much as $4 billion annually. Considering a total GDP of $72.42
billion,16 this could provide significant economic growth.
Value added in the shipbuilding is high when compared to the value added in other
industries. While the shipbuilders estimate that value added in the ready-made
garments industry may be between 20% and 25%, value added in the shipbuilding
industry varies between 30% and 40% at present, depending on how much of the
design is done in Bangladesh. Over the long term it is estimated that value added
could increase to at least 60% if certain raw materials and components are produced
in Bangladesh.17
10
Jamaluddin (2008).
11
Jamaluddin (2008).
12
Jamaluddin (2008).
13
Jamaluddin (2008).
14
Parvez (2008b); Kabir (2008).
15
Islam (2008).
16
CIA Factbook (2008) estimate in 2007.
17
Business Report (2008a).
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Some possible sales of ocean-faring vessels have already been lost by Bangladesh as
a result of a lack of capacity.18
2.4. Types of vessels
One of the decisions that need to be taken by a shipbuilder is the type of vessel to
be built. This goes further than the decision as to the size of the vessel.
Germanischer Lloyd19 indicates the following types of vessels:
• Container Ships
• Multi-Purpose Ships
• Bulk Carrier
• Chemical Tankers
• Crude Oil Tankers
• High Speed Craft
• Passenger Vessels (ferries)
• Gas Carriers
• Others
Some vessels are also known as MPVs or multi-purpose vessels and Germanischer
Lloyd indicates that Bangladesh should rather build MPVs than specialise.20 This is
partly as MPVs are not reliant on container terminal facilities and can therefore call
on a wide range of ports.21 In addition, these vessels would all share similar designs
and developmental costs might therefore play a smaller role. This could decrease the
overall project cost and lead to increased efficiencies.
2.5. Current Bangladeshi ocean-faring shipbuilders
At present there are three Bangladeshi shipbuilders that have received export orders
or that have entered into Memoranda of Understanding. These are, in alphabetic
order:
18
Jamaluddin (2008).
19
Germanischer Lloyd (2008) slide 22.
20
21
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• Ananda Shipyard and Slipyard Ltd (Ananda), with its head office in Naya
Paltan, Dhaka;
• Highspeed Shipbuilding and Engineering Co Ltd (Highspeed), with its head
office in Motijheel, Dhaka; and
• Western Marine Shipyard Ltd (Western Marine), with its head office in
Chittagong
Of these three companies, in terms of executing orders, Ananda is by far the most
advanced. Ananda has entered into a contract with Stella of Denmark to deliver a
number of vessels in the 4,100 DWT range and the first of these, the Stella Maris,
has already been handed over to the new owners. The second ship, the Stella Moon,
was due to be launched from its shipbuilding yard in Meghna Ghat, Sonargaon,
Narayanganj, on 13 November 2008 for trials, with the handover expected
somewhere in the first quarter of 2009. Ananda has also already started producing
the first blocks for construction of ships pursuant to a German order for vessels of
5,500 DWT each, with more confirmed orders for vessels of 6,100 DWT and of 7,250
DWT.22 In addition, during the second week of November 2008 it was busy with the
trials of six vessels destined for Mozambique. These, although export orders, are not
ocean-faring vessels, but ferries for use in coastal and inland waters. Reports
indicate that since August 2005 Ananda has received export orders exceeding
$225 million (more than Tk155 crore),23 all of which need to be executed by 2011.24
Ananda is in the process of further expanding to take on larger projects both in
terms of the number of ships it can build simultaneously and the size of ships to be
built. Although newspaper reports quote Ananda as indicating that it wants to
construct ships with a dead weight capacity of up to 100,000 tones, discussions with
the Chairman of Ananda indicated that it would be in a position to construct ships
with a capacity not exceeding 35,000 DWT once the new capacity has been
installed. The depth (draught) of the rivers would not permit construction of larger
vessels in Bangladesh. In 2008 Ananda received the Geneva Century Golden Award
for quality.25
Western Marine has also received orders from Stella and has already assembled
the first of the blocks required in the construction of the first vessel. It anticipates
delivering the first vessel in the third quarter of 2009, with additional orders to be
executed thereafter. Western Marine is also in the process of expanding its
22
Ananda (2008).
23
See e.g. New Age (2008); Business Reporter (2008b); FE Report (2008).
24
Business Reporter (2008b); Parvez (2008b); http://www.anandagroup.biz/ananda_shipyard.php.
25
Business Reporter (2008b).
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operations to be in a position to build a higher volume of ships. In total, Western

Marine has received orders for 18 ocean-going ships, including 12 from Holland, five
from Denmark and one from Singapore.26 In 2007 Western marine received the
“World Maritime Day Award 2007” in recognition of its contribution to ship building
industry in the Bangladesh.27
In the early part of this decade Highspeed exported eight grain carriers to the FAO.
It has also, through its subsidiary Bay Trawlers Ltd, constructed five deep sea
shrimp and fish trawlers.28 Although entering into a Memorandum of Agreement for
the supply of dry-cargo carriers and oil tankers ranging from 2,000 DWT to
4,000 DWT, Highspeed has not yet signed a contract for the production of such
vessels. In terms of the Memorandum of Agreement the Highspeed shipyard would
be extended to build the Japanese Class NK vessels, with all designs to be provided
by the Japanese company. The Japanese company will also supply all capital
machinery required in the production process29 and will supervise the building
process. Highspeed has, however, indicated that China has quoted to produce the
vessels at a cost not much higher than the steel costs only for Highspeed.
2.6. Industry requirements
Several requirements play a role in a decision to enter the shipbuilding industry or to

cross over from building riverine and coastal vessels to ocean-faring vessels. The
following issues are some of the more important issues to be considered, but the list
is not exhaustive and other issues may also play a role. Shipbuilding typically
includes at least the following processes and installations:30
• Accommodation and interior equipment

• Anchor equipment
• Boring
• Bow thrusters
• Communication and navigation system
• Cutting
26
The Daily Star (2008).
27
28
http://www.highspeed-group.com/achievements.asp.
29
Note that although the Japanese company is to supply the machinery, Highspeed will still have to pay for
such machinery.
30
Note that this list is not exhaustive.
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• Deck and hull equipment

• Designing
• Diving equipment
• Dredging equipment
• Drilling
• Electrical system and components
• Engine control systems
• Engine starting control systems
• Engineering drawings
• Exhaust systems
• Fenders for ships and jetties
• Fire fighting systems and equipment
• Generator sets
• Hydraulic pressing
• Key slots
• Life saving equipment
• Marine deck cranes
• Milling
• Mooring and navigation buoys
• Painting
• Pipe bending and laying
• Planing
• Plate cutting (gas and plasma)
• Profile bending
• Propulsion systems
• Pumps
• Refrigeration systems
• Rudders and propellers
• Separators
• Shaft alignment
• Shot blasting, shot sweeping and shot recycling and purification
• Stocks and shats coning and threading
• Transformer and heavy electrical motor
• Valves and fittings
• Water treatment systems
• Welding
• Winches and Capstans31
31
www.ksybn.com; Ananda (2008).
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To enable a shipbuilder to perform these and other operations, there are certain
requirements that limit entry into the industry. These include the following:
• Suitable land. At present, Ananda’s operations extend over approximately

80,000 m2 of which 20,000 m2 are covered.32 Western Marine’s operations
extend over 15 acres of land, or approximately 60,000 m2,33 while those of
Highspeed are also sizable. In addition to requiring large tracts of land, the
land has to be adjacent to relatively deep water into which the newly built
vessels can be launched.
• Significant funding. During an interview with Ananda it became apparent

that more than Tk200 crore (approximately US$30 million) have been
invested in the company over the past 10 years. The funds required to
convert an established shipyard to one producing ocean-faring vessels is
estimated to be around Tk60 crore (approximately US$9 million). Highspeed
has indicated that it would invest at least US$5 million (Tk35 crore) between
April and December 2008 to convert its operations to meet international
standards, although some sources have placed this figure at around Tk100
crore (around US$14 million).34 In addition, cash flow requirements during the
shipbuilding process increase funding requirements and as much as 20% of
the total price of a ship could be consumed by financial costs, including bank
guarantees and interest. Thus, if a ship is sold for $7 million, at least $1.4
million will be spent on financial charges.
• Skilled labour. Artisans, welders, painters and other skilled labourers are
required in the construction of a ship. Ananda employs a workforce of around
700 people in the shipbuilding division only, including approximately 100
qualified managers, executives and engineers.35 Western marine employs
more than 500 people in its shipyard, most of whom are highly qualified.36
Western Marine in 2008 also set up a Training Institute, which has already
been accredited by the Government of Bangladesh. The Institute currently
provides training for welders, but the Institute will soon provide training for
other artisans and painters as well. Most of the trainees find work outside of
Bangladesh in shipbuilding countries such as Singapore and Dubai, with a
32
http://www.anandagroup.biz/ananda_shipyard.php.
33
34
Global Bangladesh (2008).
35
http://www.anandagroup.biz/ananda_shipyard.php.
36
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positive impact on foreign exchange remitted to the country. Some of the

trainees end up working for rival companies, while some also enter into
employment with Western Marine itself. Highspeed also employs in excess of
1,000 workers, including engineers, specialists, skilled workers, and a team of
marketing and accounting personnel.37
• Designers and naval architects, marine engineers and designing

software – a major proportion of the total cost involved in a ship is the
actual design of such ship. Design takes place at different levels:
o Basic design – for light vessels this consists of up to 150 drawings;
o Engineering drawings – this could amount to an additional 650

drawings and expand on the basic drawings.
Basic drawings are often provided by the buyer and must be done by a
qualified shipbuilding designer or naval architect. The basic design is agreed
on between the buyer and the shipbuilder. The more of the drawings,
whether basic or engineering, that can be done in-house, the more value that
can be added.
• Meeting international class standards and obtaining international

recognition – ocean-faring vessels are built to a certain “class” or standard,
e.g. Germanischer Lloyd or GL class. If a vessel does not meet the required
standard, it will not be certified and the buyer will not take delivery of the
vessel. A large proportion of all ocean-faring vessels are certified by
Germanischer Lloyd, which has offices in Bangladesh. Germanischer Lloyd is
directly involved with the projects currently being undertaken by both Ananda
and Western Marine and have also been in discussions with Highspeed. It is
satisfied that these companies can meet international requirements,38 but new
entrants will have to prove that they have the facilities and can meet
standards before they would be in a position to pursue customers. It is
extremely difficult to achieve international recognition without having
delivered at least one ship that meets all international requirements to a
satisfied buyer, but it is equally difficult to contract with the first buyer
without such recognition.
• Access to raw materials and components – several raw materials and

components are required in the shipbuilding industry. The most expensive of
37
http://bangladesheconomy.wordpress.com/2008/11/02/high-speed-to-build-vessels-for-
european-japanese-companies/.
38
Pakistan Defence (2008).
19 | P a g e
these include engines, steel, furnishings, piping and cables. Engines have to
be imported regardless of whether the shipbuilding takes place in Bangladesh,
China, India, Indonesia or Vietnam as there are only a small number of
engine builders. This therefore has no effect on Bangladesh’s
competitiveness, as the cost is the same to all players. However, where
countries such as India and Vietnam can rely on domestic supply of a large
proportion of raw material and component requirements, the opposite is true
of Bangladesh and effectively all requirements have to be imported. In
Bangladesh virtually all raw materials, ranging from engines to steel,
electronics, furnishings, cabling, piping and washbasins have to be imported.
• Import and export processing requirements – this includes the

procedures used to clear imported raw materials and components through the
NBR; obtaining full “Green Channel” status for the industry; the procedures
used to export the final product, i.e. the ship; duties payable and/or
refundable.
2.7. Potential Bangladeshi ocean-faring shipbuilders
The following potential ocean-faring vessel shipbuilders have been identified in this
study:39
• Khulna Shipyard Ltd (KSY) is located on 68.97 acres (approximately

279,000 m2) of land at Labanchara, Khulna, on the bank of river Qazi Bacha,
branch of the Rupsha. It is about 45 km north from Mongla Sea Port. The
shipyard was founded in 1954 and commissioned in 1957. It was taken over
by the Bangladesh navy in 1999. It has significant capacity for servicing ships
and this can be transformed into ocean-faring vessel building capacity
relatively quickly and with significantly less investment than founding a new
shipyard.
• The Meghna Group recently signed a US$35 million deal with South Korean
shipbuilding giant STX to build the country's largest ship-manufacturing
facility. According to its chairman a total of over $100 million will be invested
over a period of two years, although other sources have placed the
investment at Tk220 crore (approximately $32 million). The company will
have the capacity to build ships with a capacity of up to 25,000 DWT and is
situated on 33 acres of land (approximately 133,500m2) on the Meghna River.
39
Islam (2008); Khan (2008b); Parvez (2008b); interviews with Ananda; Highspeed and Western Marine.
20 | P a g e
The Meghna Group is also contemplating setting up a steel plant that could
meet the requirements of the shipbuilding industry.
• Dockyard & Engineering Works Limited (DEWL) is the country’s oldest
shipbuilder and is currently run by the Bangladesh Navy. It has already made
a decision to develop its existing infrastructure to international standards to
lure export orders from overseas buyers. DEWL is situated on 22 acres
(approximately 89,000 m2) of land at Sonakanda in Narayangaj district on the
bank of Sitalakhya River. It currently has facilities for building Ro-Ro ferries,
tugboats, inland and coastal vessels. DEWL plans to install capacity to build
ships of up to 8,000 DWT.
• The Karnaphuli-based Rangs Group is in the process of setting up Desh
Shipbuilding at a cost of Tk100 crore (approximately $14.5 million) in Sadar
Ghat in Chittagong.
• Meghna Ghat-based Khan Brothers has invested around Tk16 crore
(approximately $2.3 million) to develop a shipbuilding infrastructure at
Gazaria in Munshiganj near the Meghna Bridge outside Dhaka.
• Bengal Electric has acquired approximately 50 acres (202,000 m2) of land in

Munshiganj to start shipbuilding for export and has indicated that slipway
construction would be started before the end of 2008.
2.8. Other stakeholders
2.8.1. Suppliers of raw material
As indicated in section 2.6 above, a large volume of different raw materials and
components are required in shipbuilding. As a result of “class” standards, all raw
materials and components have to be certified as meeting the class requirement40
and only approved sub-contractors may be used.41
At present, Ananda has indicated that it imports it total requirement of raw materials
and components in order to meet the necessary standards. Western Marine,
however, has indicated that it acquires a portion of its steel requirements in
Bangladesh, albeit at higher prices. These prices will be decreased when certain
taxes, including value added tax, are refunded on exportation of the final product.
40
Germanisher Lloyd (2008) slide 23.
41
Germanisher Lloyd (2008) slide 29.
21 | P a g e
Interviews with the shipbuilders, however, have indicated a strong belief that many
of the raw materials and components could be manufactured in Bangladesh in future
and that this backward-integrated industry could soon grow bigger than the
shipbuilding industry itself. Once a certain, as yet undetermined, critical mass has
been reached, there would be sufficient incentive for setting up a steel plant, or to
invest in existing steel plants, to produce steel in suitable grades, thicknesses,
widths and lengths for use in the shipbuilding industry. Bangladesh also has a cable
industry that could, with the necessary volumes on order, be convinced to produce
cabling to the required international standards, while the same applies to piping. In
addition, Bangladesh has a vibrant furniture industry that could re-apply itself to
provide furnishings for the shipbuilding industry. All of these materials and
components can also be exported to other shipbuilding nations such as China, India,
Indonesia, Korea and Vietnam.
2.8.2. Customers
Prospective buyers are interested in small vessels built to international standards at

competitive prices. Considering the current world economic situation, there will be
even greater pressure on buyers to obtain the best possible deals and many deals
may either be delayed or cancelled until the world economic outlook improves.
It is critical that each shipbuilder demonstrates the ability to build ocean-faring

vessels of exceptional quality meeting all international and applicable class standards
at competitive prices and with the shortest possible lead times.
2.8.3. Government of Bangladesh
At present, the Government of Bangladesh is not too involved in the shipbuilding

industry. From interviews with the industry and the Export Promotion Bureau it is
clear that Government wishes to accord high priority to the sector and that some
action has already been taken. This includes streamlining the procedures for export
of a completed vessel, as well as the partial granting of “Green Channel” status on
imports made by shipbuilders.
Government can, however, play a much more active role and be involved in the
industry in several ways. This includes granting additional direct and/or indirect
subsidies, as will be discussed in section 4 hereunder.
22 | P a g e
2.9. Conclusion
Shipbuilding has been established as an industry in Bangladesh over a period of

many centuries. It has a lot of experience in building riverine and coastal vessels and
has recently received several orders for small ocean-faring vessels. Labour costs play
an important, yet not overriding, role in the construction of small ocean-faring
vessels, i.e. vessels with a capacity not exceeding 25,000 DWT. Countries such as
Japan and Korea have moved away from constructing small vessels, while China and
Vietnam are also starting to focus more on medium and large vessels. In addition,
more than 55% of all small vessels internationally are older than 20 years, with new
double hull regulations coming into place in Europe in 2009. All of these factors
combined present Bangladesh with an ideal opportunity to enter the small vessel
market.
The largest single ship order to date is for 7,250 DWT, but indications are that
industry will soon be in a position to build ships with capacities up to 25,000 DWT.
To date only two shipbuilders have entered into contracts with buyers for the supply
of ocean-faring vessels, with Ananda having already delivered the first such vessel. A
third shipbuilder has entered into a Memorandum of Agreement with a prospective
buyer, but has not yet entered into any contract. Several other shipbuilders have
indicated that they are in the process of, or consider, adapting current facilities to be
in a position to build ocean-faring vessels, while yet more companies have indicated
that they have invested, or are planning to invest, in this sector. Most of the
requirements to become a successful shipbuilder can be met, although all raw
material and components currently have to be imported, which creates an additional
opportunity to develop the upstream industry.
23 | P a g e
3. Analyses
3.1. Introduction
In light of the available information, it was found that only three analyses could be
undertaken. The first is the SWOT analysis. The SWOT analysis considers the
strengths, weaknesses, opportunities and threats of and to the shipbuilding industry.
The second analysis is a SMART analysis considering the possible effects of
government action. This measures specific possible support that Government can
grant and determine whether the effects would be measureable, achievable and
realistic. It also considers the time aspects related to any support, i.e. how soon a
measure can be transformed into benefit or what the effect would be if a measure
was not implemented within a certain period of time. Last, a cash flow analysis is
done of the shipbuilding process from the time a contract is signed and the deposit
received until the last ship is handed over.
3.2. SWOT analysis of the industry
3.2.1. Introduction
A simple SWOT analysis shows the following results:
STRENGTHS WEAKNESSES
• Long shipbuilding history • Lack of access to domestically produced raw
• Ample supply of skilled labour materials
• Low cost, high productivity labour • Lack of access to domestically produced
• Skilled labour's knowledge of English (as components
compared to China/Vietnam) • Lack of recent history of building ocean-
• Accredited training institute available to faring vessels
train artisans • Banking system that is not internationally
• Riverine nature of the country recognised, thus leading to additional and
• First ship delivered and regarded as of high high financial charges
quality • Green Channel clearance of goods not fully
• Repeat orders received by first shipbuilder applied
• Some spare capacity currently available • Clearance of goods through customs takes
too long, leading to delays in shipbuilding
process
OPPORTUNITIES THREATS
• Infrastructure that can be converted rapidly • General negative perception of Bangladesh
to build ocean-faring vessels and LDCs in general
• International financial crisis and decreased • Siltation of rivers, decreasing depth of
international demand for products may waterways and affecting size of ships that
increased demand for lowest cost ships can be built
24 | P a g e
• Decreased demand for shipping may • Over-investment by too many companies in

increase demand for smaller ships the industry, leading to depressed prices for
• 55% of world's small ships older than 20 Bangladeshi-built ships
years - need to be replaced • High start-up costs
• Movement out of small ship sector by • Cash flow
shipyards in Korea, China and to a certain • International financial crisis and decreased
extent Vietnam international demand for products
• Setting up a steel plant • Over-eagerness and lack of experience of
• Possible future production of pipes to Class new entrants may result in lowering
standards standards, which will be to detriment of
• Possible future production of cables to Class whole industry and not only a single
standards shipbuilder
• Possible future production of furnishings to • Non-recognition of Bangladeshi banks by
Class standards buyers
• Utilising foreign currency accounts • High costs involved in the banking sector
• Moving some accounts to internationally • Increased finance expenses as a result of
reputed banks such as HSBC and Standard slow customs procedures
Charter to save foreign accreditation costs
on bank guarantees
• Government providing bank guarantees
• Creation of EPZs for shipbuilders
Some of these issues are further evaluated hereunder.
3.2.2. Infrastructure
Bangladesh has approximately 300 different shipyards building anything from small
wooden boats such as ghhugis, podis and sampans, to tankers, barges and ferries
for inland use and trawlers and other boats for use in coastal waters. In recent years
some shipbuilders have also invested in building the facilities required to build
ocean-faring vessels or adapting existing infrastructure to meet international
requirements and standards. Several more shipbuilders have indicated that they are
in the process in investing in the necessary infrastructure.
Herein lies both an opportunity and a threat. The opportunity can be found in the
possibility of attracting additional contracts for the production of ocean-faring
vessels. It has been indicated that Bangladesh has already lost some contracts
simply because it did not have the necessary capacity in place. At the same time, if
too much capacity is installed too rapidly it may lead to significant competition for
business between Bangladeshi shipbuilders, thereby driving prices down to
unprofitable levels and placing the whole industry at risk. In addition, the necessary
infrastructure requires vast investment and if no or too few orders are received as a
result of either the internal competition or as a result of extraneous factors such as
25 | P a g e
the international financial crisis, large tracts of investment will lie tied up in
infrastructure whereas such investments could have been employed more profitably
elsewhere.
3.2.3. Capital and financial expenses
In the cash flow analysis included in section 3.5 hereunder, it will be shown that at
least the following financial costs elements play a role in the shipbuilding industry:42
• bank guarantees
• foreign bank guarantees
• country risk
• 25% green channel requirement
• Changing $ to taka and back to $
• Loans at high interest rates
• Negotiating and confirming LCs
Each of these factors to needs be briefly analysed to determine whether it poses a

strength, weakness, opportunity or threat in the industry.
(a) Bank guarantees: When a contract is entered into, this typically amounts to
several million US dollars. A deposit of 15% to 20% is typically payable to the
shipbuilding company on signing of the contract. The buyer, however,
requires a bank guarantee that its money is safe and that it will be able to
retrieve its investment if anything goes wrong. This requires the buyer to
obtain a bank guarantee, i.e. the bank undertakes to guarantee payment
should the shipbuilder be in default. The typical cost of obtaining such
guarantee is approximately 4%, but may vary depending on the relationship
between the shipbuilder and its bankers, as well as the amount involved.
Most Bangladeshi banks, however, are not regarded as reputable in the
international markets. The buyer then requires that the bank guarantee be
confirmed by a reputable bank, normally the buyer’s own bank or another
bank in its country. This adds another 3% to 4% to the cost, which is for the
account of the buyer. In addition, a country risk of 2% to 3% is imposed on
Bangladesh, which brings the total cost of a bank guarantee to approximately
9% to 11% of the total monies received by the buyer. This poses a serious
threat for the shipbuilding industry, as the cash flow analysis under section
3.5 will show that the total cost of bank guarantees on deposits could amount
to as much as 7.6% of the total value of the project. At the same time, herein
42
No provision is made for any required return on investment, nor for interest payable on any loans incurred
in order to set up the necessary infrastructure.
26 | P a g e
lies the major opportunity for the Government of Bangladesh to become

involved and to create an enabling environment for the shipbuilding industry.
If the Bank of Bangladesh were to provide guarantees in lieu of private banks,
the industry would save not only the cost of obtaining a bank guarantee
domestically, but also that of the confirming bank. It may also affect the
country risk, i.e. it may save the industry as much as 7.6% of the total project
value. At the same time, it should not cost the government anything to
provide such guarantees, unless industry defaults.43 Another way in which the
industry itself could decrease costs would be to make direct use of
internationally reputable banks, e.g. to use HSBC or Standard Chartered to
obtain the bank guarantees. This could save the foreign bank confirmation
costs.
(b) Green Channel bank guarantees: From interviews with industry it has been
determined that government has granted partial Green Channel facilities to
the shipbuilding industry.44 However, whereas Green Channel treatment for
the ready-made garment industry enables that industry to import raw
materials without any costs imposed on it (other than the actual cost of the
materials), Green Channel treatment for the shipbuilding industry still requires
the industry to provide a bank guarantee for 25% of the total value of the
imported raw materials and components. Considering a bank guarantee cost
of 4% on 25% of total cost, this equates to a cost of 1% of all raw material
and component imports. In the cash flow analysis under section 3.5 this was
shown to constitute 0.88% of the total project value. This is a direct cost
imposed by Government without Government itself receiving any benefit. It is
therefore economically an inefficient tax. If government were to provide full
Green Channel treatment, without requiring a bank guarantee, this could save
the industry a significant amount without placing any additional burden on the
industry. If this were combined with the bank guarantees under paragraph
(a) above, this could save the industry more than 8.4% of the total project
value.
(c) Currency exchange costs: One of the shipbuilders has indicated that it has to
exchange foreign currency into domestic currency at a cost of 1.88% to the
company. When it wishes to import raw materials or components it then has
to convert currency again at a cost of 2.10%. The net effect is 3.25% on the
total project value. Although this may indicate a weakness in the financial
system that spills over to the shipbuilding industry and although it may pose a
43
Should industry default government would still have security in the form of the shipbuilding yard.
44
New Age (2008).
27 | P a g e
threat to the growth of the industry, these costs can be averted at least in
part. In terms of banking regulations companies may retain up to 50% of
foreign exchange received in foreign currency accounts. If the shipbuilders
were to make use of this facility, it means that only 50% of the monies
received would have to be converted to taka and that only 15% of the monies
would have to be reconverted to foreign currency, bearing in mind that raw
material and component imports at present represents approximately 65% of
the total value of the contract. If this were done the direct effect would be to
decrease total costs from 3.25% of the project value to approximately 1.74%,
a saving of 1.51% of the total project value. Government could, however,
decrease these costs further without relaxing foreign exchange controls. By
limiting conversion costs to e.g. 1% each way would further decrease costs to
only 0.88%.45 Another opportunity lies in the possible future production of
raw materials and components in Bangladesh. If some of the materials, e.g.
steel, were produced in Bangladesh, this would decrease the industry’s
foreign exchange requirements, thereby further decreasing its foreign
exchange costs.46 Assuming current conversion costs this could lead to a
saving of up to 0.80% of contract cost if total imports were decreased to 50%
of the project value.
(d) Interest rates: Interest rates in Bangladesh are relatively high and not
competitive. There are only three possible ways of decreasing interest costs:
a. Increase capital and thereby decrease the loan requirements;
b. Decrease interest rates, which may have other effects, e.g. increase
inflationary pressures; or
c. Borrow money in foreign currency. Considering that the taka is linked

to the US dollar and that US dollar denominated loans can be acquired
at significantly lower interest rates, this could save the industry a
considerable amount of interest.47
45
This assumes that the company has retained the full 50% of foreign exchange in foreign currency and used
this for external payments.
46
In such a case the conversion cost would still have to be paid for converting foreign currency into domestic
currency, but lower (or no) conversion costs would be required for reconverting to foreign currency.
47
Note, however, that currency conversion costs will be payable both ways, i.e. to convert to taka and again to
convert to US dollars, and that Bangladesh companies may attract a higher interest rate. These costs should be
carefully determined before a company enters into such loan arrangements.
28 | P a g e
(e) Letters of credit: the industry needs to raise a letter of credit before it will be
in a position to import raw materials. These LCs need to be confirmed by a
foreign bank, which may lead to significantly increased costs. These costs can
only be averted if the industry can make use of a government-sponsored
export credit guarantee system that would negate the requirement of
confirmation by a foreign bank.
3.2.4. Raw material availability (upstream industry) (domestic

and import)
At present virtually none of the raw materials and components required by the
shipbuilding industry is available domestically. One shipbuilder has indicated that it
can source part of its steel requirements domestically, but no other raw materials
are available. It is an absolute requirement that all raw materials and components
used must meet the required standard.48 Several of the raw materials required by
the shipbuilding industry are currently produced in Bangladesh, including steel,
pipes, cables, sanitary ware (toilets, taps, etc.), furnishings and paint. None of these
materials are currently classed. A significant opportunity for the shipbuilding industry
lies in the possibility of future classing of the raw materials. This will allow the
industry to source raw materials and components domestically, thereby saving
currency conversion costs. In addition, once a certain critical mass49 has been
achieved the component producers will also allow be able to export their products.50
A study in India has also shown the shipbuilding industry in that country to be a
major driver of the heavy engineering industry.51
3.2.5. Availability of skilled labour
Labour is required at four different skill levels. At the bottom end unskilled labour is
required. There is no shortage of cheap unskilled labour in Bangladesh. Most of the
labour required is at the semi-skilled level, i.e. welders, pipe-makers, ship-fitters,
48
49
It will require separate studies to determine the critical mass required in each of the sub-industries, e.g. the
volume of steel required by the shipbuilding industry to make it worthwhile for a Bangladeshi steel producer
to start producing classed steel or for a pipe manufacturer to have its product classed.
50
At least one shipbuilder has indicated that it believes that the raw material and components industry could
surpass the shipbuilding industry’s exports in future years.
51
KPMG (2008).
29 | P a g e
painters, etc. There is also an abundance of semi-skilled labour in Bangladesh. In

addition, Western Marine has recently set up a Government accredited training
centre, while Ananda also trains its own staff. At the third level there is need for
junior engineers and foremen. As a result of many Bangladeshis working in the
shipbuilding industry in places such as Dubai and Singapore, and as a result of
Bangladesh’s own shipbuilding history, there is no shortage of these skills.52 At the
top end there is also a need for highly skilled naval engineers, naval architects and
the like. Although some Bangladeshis have been trained to this level, including in
countries such as Sweden, there is an urgent need for training additional naval
engineers and architects if more companies are to set up ocean-faring vessel
production facilities. Without additional qualified highly skilled staff, the salaries for
those already qualified will be increased significantly as companies vie for their
scarce qualifications. Alternatively, if these skills are not available they will have to
be imported, either in the form of foreign experts hired or in the form of outsourcing
engineering drawing designs. In both instances this could add significantly to the
overall cost of constructing a ship.
Germanischer Lloyds has indicated that the cost of semi-skilled labour (welders,
ship-fitters, painters) in Bangladesh costs approximately 1/3 that of China and 2/3
that of Vietnam, thereby giving Bangladesh a comparative advantage which
increases logarithmically with decreased size of vessels.53
3.2.6. Quality and technological database
Quality and technology play a major role in international shipbuilding. First, all
ocean-faring vessels have to be produced to class, i.e. one of the international
standards. Second, specialised technology is required to build to class.
No buyer will enter into a contract without proof that the shipbuilder can build to
class. At the same time, no shipbuilder can achieve class if it has not actually built a
ship to class. This therefore creates a difficult situation in which Bangladeshi
shipbuilders cannot prove that they can meet international standards without selling
a ship, but cannot sell a ship without meeting the standards. In this regard, the fact
that Ananda has achieved the required standard and built to class in delivering the
Stella Maris ship may create further opportunities for Bangladeshi shipbuilders to
show that they can meet the standards.
52
Parvez (2008b).
53
Germanischer Lloyds (2008) slide 20.
30 | P a g e
While shipbuilding technology is expensive, a large proportion of the technology

already exists in Bangladesh as a result of building inland water and coastal ships.
Technology may also be acquired through entering into technology agreements with
the buyers. In addition, substantial technology transfer takes place when the first
ship is built and this technology can then be applied in building future ships. It does,
however, present a significant hurdle to new entrants into the market.
3.2.7. Effect of current international financial crisis
The recent financial crisis in the West (from September 2008) has had a direct
impact on the volume of international goods shipped and, therefore, indirectly on
the volume of orders for new vessels, including small ocean-faring vessels.54 On the
other hand, Germanischer Lloyds indicates that a large proportion of the
international small ocean-faring vessel fleet is already more than 20 years old, which
means that many of these vessels would have to be replaced in the near future.55
A BBC program broadcasted on 12 November 2008 showed that the over-capacity of

available shipping has resulted in the price of shipping falling for bulk carrier rentals
from $234,000/day to $4,200/day for a 178,000 ton ship.56 This related specifically
to the transportation of raw materials such as iron ore. Maersk Line has indicated
that containerised shipments on certain routes have already decreased by as much
as 35%. This will result in significant over-capacity and may defer orders for new
ships. On the other hand, lower trade volume may necessitate precipitation toward
smaller vessels. In such cases, the price of vessels will play a crucial role.
Accordingly, while the international financial crisis may be a severe threat to the
Bangladeshi shipbuilding industry, it might also be a golden opportunity provided the
industry is ready to perform, can meet price and standards requirements and can
decrease the lead time for production.
54
Interview with Mr. Phillip Marsham of Maersk Line in Dhaka on 11 November 2008.
55
Germanischer Lloyds (2008) slide 42 indicates that 55% of the small ocean-faring container vessel fleet is
more than 20 years old, as compared to only 37% of the medium and 42% of the large container vessels.
56
BBC program screened on 12 November 2008 (17h35 Bangladesh time).
31 | P a g e
3.3. SMART analysis on possible government intervention
3.3.1. Introduction
Analysis of the shipbuilding industry in India shows that the industry in that country
had grown from Rs10.17bn ($257m) in 2002 to Rs36.57bn ($924m) in 2007 as a
result of government support over those five years, with sales expected to increase
to Rs52.83bn ($1,553 million) in 2008.57 The same study shows that the net effect
of the subsidy, which equates to approximately 30% of the value of ships exported,
is positive not only to the Indian economy, but also to the government itself. This
confirms that Government can play a crucial role in setting up an enabling
environment for the Bangladeshi shipbuilding industry.
A SMART analysis considers whether any measure or action is specific, measurable,

achievable, realistic and whether it can be implemented in a timely fashion. This
SMART analysis takes cognisance of different types of possible government
intervention to determine whether such support would be feasible and would have a
net benefit to the shipbuilding industry and the Bangladeshi economy in general. In
determining the value of a subsidy cognisance has to be taken of the GDP of
Bangladesh, its current budget and budget items, the effect any measure would
have on job creation, technology transfer and the development of the shipbuilding
and the upstream industry.
The Finance Advisor in presenting the 2007-2008 budget specifically indicated that
the following were among the constraints to international trade:58
underdeveloped financial sector

•
liquidity problems of the lending banks
•
inordinately long turnaround time of ships in Chittagong and Mongla ports
•
coupled with and administrative weakness lack of capacity in handling large
volumes of merchandise59
It was further indicated that the manufacturing industry contributed 30% to the total
GDP.60 The existing shipbuilders are confident that shipbuilding alone61 could
57
Administrator (2008). It is not clear how much reliance can be placed on these figures, as another article
indicates that the industry grew from Rs15 billion to Rs137 billion between 2002 and 2007 – see Indian
shipbuilding: An overview (2007). The 2 articles, however, both indicate the significant growth in the industry
as a result of government support.
58
Rahim (2007) par 16.
59
Note that this was despite significant improvements at the Chittagong port, as listed in par 26 of financial
advisor’s speech.
60
Rahim (2007) par 107.
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contribute in excess of $4 billion to the GDP by 2015, i.e. approximately 6% of the

GDP at its present size.
3.3.2. Bank guarantees
As has been indicated in section 3.2 above, and as is shown in the cash flow analysis
under section 3.4 below, bank guarantees constitute a very significant proportion of
the total project cost. Bank guarantees on foreign monies received amount to
approximately 7.6% of the total contract value. If Government were prepared to
provide bank guarantees through the Bank of Bangladesh, this cost could be
reduced significantly, if not negated completely. At the same time, providing such
guarantee will not cost the Government anything and will only lead to a negative
impact of approximately 3.0% of the contract value to Bangladeshi banks. The net
positive impact on the economy could therefore amount to approximately 4.6% of
the contract value. There should be no risk to the Government other than the risk
that an exporter is not in a position to complete a project and is not in a position to
refund the buyer. In such instances the Government would have to claim any
amount guaranteed back from the shipbuilder. For these purposes the Government
may require security, e.g. in the form of a notary over property, before providing a
guarantee. In addition, to further minimise exposure to risk, the Government may
decide to provide such assistance only in cases where a shipbuilder has already
exported at least one vessel, thereby proving itself capable of performing
internationally.
The impact of this specific assistance is directly measurable as the amount saved by
the shipbuilder in the form of bank guarantees can be directly measured. The
assistance is clearly achievable, as it only requires a specific decision by
Government. The assistance is also realistic, as it will benefit the economy without
placing an unreasonable burden on the Government. Last, the assistance can be
given in a timely fashion in two ways: first, Government can take an immediate
decision in this regard, and, second, such guarantee can be provided prior to entry
into a contract, indicating that this may affect the possible outcome of negotiations
between the shipbuilder and the foreign buyer. Such subsidy, although classified as
an export subsidy under Article 3(a) of the WTO Agreement on Subsidies and
Countervailing Measures, is not a prohibited subsidy for an LDC and Bangladesh may
therefore make use of such subsidy.
61
This excludes any additional manufacturing of raw materials and components in Bangladesh.
33 | P a g e
3.3.3. Full Green Channel status for the industry
Government has already granted the industry partial Green Channel status. In terms
of the current provisions62 no customs duties are payable on imports of raw
materials and components for use in the export-oriented shipbuilding industry. On
the other hand, the NBR requires that a bank guarantee be provided on 25% of the
amount of the materials imported to ensure that the materials are used in the
construction of vessels destined for the export market.63 This is to ensure payment
of the duties in case the final product is not exported. However, the cost build-up
under paragraph 3.4 shows that the effect of requiring such bank guarantee is to
add approximately 0.9% of the project value to the cost for the shipbuilder.
Considering the loss at which shipbuilders currently operate, this could make a
difference in the decision whether or not to enter into further agreements. Granting
full Green Channel status to export oriented shipbuilders will not place any additional
burden on the Government, but will save the industry 0.9% of the contract value.
While it may be argued that the net benefit to the Bangladeshi economy is zero as
the banks providing this guarantee will lose the same amount as that gained by the
shipbuilding industry, this does not consider the effect of contracts that may be lost
simply because of this cost. A typical contract involving only four ships could be in
the order of $28 million, none of which would materialise if costs were too high.
As part of the Green Channel a system should be set up under which the shipbuilder
can pre-clear materials. Thus, a shipbuilder should be in a position to clear a
consignment as soon as the necessary documentation has been received. This
should negate delays in clearing the materials, which delays translate into a negative
impact on the cash flow and overall profitability of any project, considering the
finance cost implications. Shipbuilders have indicated that it often takes several
months to clear certain materials through the NBR and this has an extreme negative
effect on their operations.64 Customs clearance should not take more than two
working days at most. In addition to the shipbuilders, full provision of Green Channel
status is supported by Germanischer Lloyd.65
As with bank guarantees discussed under paragraph 3.3.3 above, Government could
set up a system whereby full Green Channel status is only provided once a
shipbuilder has exported its first vessel. This will minimise the risk of fraudulently
abusing the systems to obtain raw materials free of customs duties.
62
The terms of the current provisions were obtained through interviews with the shipbuilders.
63
Ahmed (2008).
64
Ahmed (2008).
65
Ahmed (2008).
34 | P a g e
the shipbuilder in the form of bank guarantees can be directly measured. The
assistance is clearly achievable, as it only requires a specific decision by
Government. The assistance is also realistic, as it will benefit the economy without
placing an unreasonable burden on the Government. Last, the assistance can be
given in a timely fashion as Government can implement such Green Channel status
with immediate effect. Such assistance would not qualify as a subsidy under the
WTO Agreement on Subsidies and Countervailing Measures as it does not relate to
the payment of funds by, or forfeiture of funds to, the Government, but is based on
the exemption of import duties on materials used for export purposes. This is
specifically provided for under the said Agreement.
3.3.4. Creation of EPZs
Further support may be given to the industry by declaring shipbuilding yards export
processing zones (EPZs). This would imply that all sales made to such shipyards will
be deemed to be export sales. Accordingly, no VAT will be payable on purchases,
along with other benefits. This would have a twofold effect: first, it would improve
cash flow in the industry, thereby leading to lower reliance on bank loans during the
execution of an order. This, in turn, would decrease interest rates and decrease the
overall cost of the contract. Second, this would make it more attractive to buy
domestically sourced raw materials, thereby providing impetus to the establishment
of a domestic industry supplying the raw materials. At present, if the domestic
material is selling at Tk115, including Tk15 VAT, the net price is Tk100. However, as
a result of the effect of the VAT on cash flow, it may be beneficial to the shipbuilder
to import the material at between Tk100 and Tk105.
The effect on Government will simply be that the VAT is forfeited earlier than is the
case at present, if domestically sourced materials were purchased. In essence, very
few materials are currently domestically. In future, as more domestic producers of
raw materials and components are established it will lead to higher income-
generation for government as the upstream industry will start adding value, earn
foreign exchange and create employment. It will also lessen Government
expenditure on social welfare as more people are employed. It follows necessarily
that only shipbuilding yards that are 100% dedicated to export sales could be
declared EPZs and that such shipbuilders would not be in a position to produce ships
for domestic use. Alternatively, should such a shipyard wish to sell a ship for
domestic use the final product will have to be officially “imported” and attract VAT
and other import charges on importation.
35 | P a g e
An additional advantage of EPZs may be the building of container depots and piers
at the shipbuilders. This would mean that imported materials destined for Meghna
Ghat could be placed on barges and shipped upriver, rather than having to rely on
road and rail transport. From discussions with Maersk Line it was determined that it
costs between $200 and $250 to move each container from Chittagong to Dhaka. In
addition, the trucks also have an effect on the cost of the upkeep of the road
infrastructure. The net benefit to the economy could be significant and it could even
provide shipbuilders with the opportunity to build the required barges. Considering
that the anticipated increased import volumes of shipbuilding material will not impact
on the import of other goods, this will not have a negative effect on revenues or
employment in the delivery industry.
The impact of this specific assistance may not be as directly measurable as the
previous two assistance schemes discussed above as it may be difficult to determine
the effect on the shipbuilding industry at present. A separate study may be required
to determine the impact such a scheme would have on
• Shipbuilders buying patterns;

• VAT collection by Government;
• Growth of the upstream industry; and
• The competitiveness of the shipbuilding industry.
The assistance, however, is clearly achievable, as it only requires a specific decision

by Government. The assistance is also realistic, as it will benefit the economy
without placing an unreasonable burden on the Government. Last, the assistance
can be given in a timely fashion as Government can implement such Green Channel
status with immediate effect. Such assistance would not qualify as a subsidy under
the WTO Agreement on Subsidies and Countervailing Measures as it does not relate
to the payment of funds by, or forfeiture of funds to, the Government, but is based
on the exemption of import duties on materials used for export purposes. This is
specifically provided for under the said Agreement.
3.3.5. Currency charges
As is evident from the cash flow analysis included in paragraph 3.4 below currency
changes are required in both directions, i.e. upon receipt of foreign exchange and
again when imports are made against foreign currency. Certain costs are incurred in
changing the money. Through interviews with the industry it was determined that
the cost to exchange US dollars to taka amounted to 1.88% of the contract amount,
while the cost to change taka to US dollars was 2.10%. Considering that only 65%
36 | P a g e
of the contract value is spent on importing materials the total effect of these
exchange costs was calculated to be approximately 3.26%.
Research shows that both the industry itself and Government can play a role in
decreasing these costs. First, a provision exists under which any company may
retain a certain proportion of foreign exchange in a foreign exchange (dollar-
denominated)66 account. In essence up to 50% of the total contract value may be
retained in foreign currency. If a shipbuilder was to make use of this facility it would
immediately decrease its overall exchange costs to 1.74%, a saving of approximately
1.5% on the contract value.67 This is without any change in Government policy.
However, Government may do two things: First, it could increase the percentage of
foreign currency that may be retained in a foreign currency account. Considering the
amounts received as a deposit for a shipbuilding contract and the amounts required
for materials purchases, Government may consider increasing the 50% ceiling to at
least 75%. Alternatively, Government may provide that 100% of the foreign
exchange may be retained in a foreign exchange account for a specified period of
time after receipt, e.g. 30 months, but this may be more difficult to manage as it
may not be possible to determine how old which money is. Second, Government
may directly affect the cost of exchanging foreign exchange. If the rates of 1.88%
and 2.10% were decreased to 1.00%, this, taken in conjunction with the shipbuilder
operating a foreign exchange account, would further decrease exchange costs from
1.74% to 0.88% of the contract value, a saving of 0.86% or approximately
$240,000. This would be the direct gain to the economy, in addition to making the
industry more competitive, thereby giving it the opportunity to enter into contracts
that might otherwise not be feasible.
the shipbuilder in the form of exchange commission paid. The assistance, i.e.
increasing the percentage of foreign exchange that may be retained and decreasing
the rates payable on exchange, is clearly achievable, as it only requires specific
decisions by Government. The assistance is also realistic, as it will benefit the
economy without placing an unreasonable burden on the Government. Last, the
assistance can be given in a timely fashion as Government can implement such
changes with immediate effect. Such assistance would not qualify as a subsidy under
the WTO Agreement on Subsidies and Countervailing Measures as it does not relate
66
Note that euro-accounts may also be opened.
67
Note that this does not take into consideration the extra costs incurred in operating such an account. These
costs may limit the benefit to the shipbuilders. However, considering a contract value of $28 million, the
potential saving is approximately $404,000. It is estimated that the additional bank charges would not exceed,
at worst, 5% of that amount, thereby limiting the saving to 1.4% of contract value.
37 | P a g e
to the payment of funds by, or forfeiture of funds to, the Government, but is based
purely on a revisal of the exchange control regulations.
3.3.6. Infrastructural development
In 2008 the commerce advisor indicated that the government “believes in the public-
private synchronisation to expand the industrial sector by upgrading infrastructure
facilities.”68 It is not clear exactly what infrastructure Government would want to
build in the shipbuilding industry. Possible ways in which Government could assist
would be to dredge the rivers to increase the draught. This would enable the
industry to build bigger ships. Whether this is feasible would, however, require an
additional study. Government could also assist in building railway sidings to enable
shipbuilders to receive materials direct via rail. This could decrease the waiting time
for materials, thereby speeding up the shipbuilding process with a positive impact on
cash flow. A separate study would need to be conducted to determine the cost to
Government on the one hand and the benefit to the economy on the other. In such
study it would also have to be determined which proportion of materials is likely to
be received by rail if such a facility was available.
It would not be prudent for Government to build the in-shipyard infrastructure such
as slipways and derricks. If assistance is to be given in this regard, it should rather
take the form of a direct subsidy, with the shipbuilder then responsible for building
the most cost-efficient infrastructure.
Another possible infrastructural development that is being touted is the development

of deep-draft ports.69 However, although this may enable larger ships to ply
Bangladesh’s waters, it will not be of direct assistance to the shipbuilding industry.
3.3.7. Tax holidays
The shipbuilders have indicated that the Government has agreed in principle to
“declare shipbuilding a thrust sector, meaning it will enjoy tax holiday for ten years
and enjoy other benefits like any other export-oriented garment factories.”70 There is
no reason why the shipbuilding industry should not benefit from such an incentive
68
New Age (2008).
69
http://bangladesheconomy.wordpress.com/category/shipbuildingmaritime-sector/page/2/.
70
Ahmed (2008).
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scheme. Although this would clearly constitute an export subsidy and therefore
deemed to be a prohibited subsidy under Article 3(a) of the WTO Agreement on
Subsidies and Countervailing Measures, LDCs are exempted from the application of
Article 3.1(a) and may therefore grant such subsidies.71
The effect of such assistance would be to enable the industry to capitalise and to
foster growth. Although it may be argued that Government will lose a significant
amount of revenue, several issues need to be considered. First, on its ship, Ananda
made a significant loss. It would therefore not have had to pay corporate tax in any
event. Second, many contracts would not be entered into without this provision, in
which case there would also have been no tax payable. If more shipbuilders enter
the industry as a result of this benefit, it will lead to additional investment, including
through foreign direct investment, and create job opportunities and technology
transfer, all of which will be to the benefit of the economy as a whole.
The impact of this specific assistance will be both directly and indirectly measurable
as the amount in tax saved by the shipbuilder and by the extent to which it
encourages additional investment in the industry, whether in the form of new
entrants to the market or in the form of capitalisation. The assistance is clearly
achievable, as it only requires a specific decision by Government to grant the
industry the same treatment as the ready-made garment sector. The assistance is
also realistic, as it will benefit the economy without placing an unreasonable burden
on the Government and as such assistance has already been provided to other
industries, including the ready-made garment sector. Last, the assistance can be
given in a timely fashion as Government can implement such tax holidays in its next
budget. As indicated above, such assistance will also be in line with Bangladesh’s
obligations under the relevant WTO Agreement.
3.3.8. Direct subsidies on delivery
It appears72 that the Indian Government pays a direct subsidy of 30% on ships,73
i.e. when a ship is sold for $7 million, the Indian Government will make a payment
71
See Art 27.2 of the WTO Agreement on Subsidies and Countervailing Measures.
72
No access could be obtained to the official documentation of the two countries. These assumptions are
therefore based on interviews with the Bangladeshi shipbuilding industry and on information available from
the internet, including publications in India and Vietnam.
73
Manoj (2008) indicates that a subsidy of 20% was approved by the Indian Government with effect from 15
August 2007.
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of $2.1 million to the industry.74 Likewise, indications are that the Vietnamese
Government pays a subsidy of 40% on exportation of ships.
A total of Tk1,100 crore (approximately $160 million) was set aside in the 2007-2008
budget for export subsidies.75 Considering a total budget of only Tk79,614 crore,76
this represents a significant cost of 1.4% of the total budget. This does not make
provision for any export subsidies on vessels. Newspaper reports have placed the
total orders received by Bangladesh at over $500 million, which at 30% subsidy
would equate to $150 million. This alone would equate the total value of all other
export subsidies granted. In addition, the shipbuilding industry is optimistic of
growing to approximately $4 billion by 2015, in which case a 30% subsidy would
amount to eight times the total current export subsidies. It is clear that it would not
be feasible for Government to pay these types of subsidies and different ways will
have to be found to support the industry, including through the measures indicated
in paragraphs 3.3.2 to 3.3.7 above.
Although such a subsidy, if grated, would be specific and would be measurable, it is

not achievable or realistic as the exchequer does not possess the necessary funds to
provide this subsidy at present.
3.3.9. Technology
Technology plays a major role in the shipbuilding industry. Technology is required

inter alia to draw the necessary basic design drawings, the engineering drawings
and to build the vessels.77 In 2008, an agreement was been signed between a
Bangladeshi firm and two Danish firms to provide necessary training to Bangladeshi
workforce in shipbuilding sector, including training to engineers and naval architects
that cover architectural, piping, electrical and other designs in shipbuilding. Without
specific agreements in this regard, the industry is required to purchase basic design
drawings at an estimated cost of $200,000. Considering the importance of this
technology in shipbuilding, Government may consider subsidising the acquisition of
technology, e.g. by undertaking to pay a certain percentage of the cost of acquiring
such technology. Such assistance will enable the industry to obtain and apply the
required technology. Once acquired, such technology can be adapted for use on new
74
KPMG (2007).
75
76
77
Denmark to provide training (2008).
40 | P a g e
ship designs and elsewhere in the engineering sector. The benefits should therefore
extend wider than the shipbuilding industry alone.
The impact of this specific assistance will be both directly and indirectly measurable
as it can be translated into the direct saving by the industry and the wider effects.
First, it may enable the industry to acquire technology that would not have been
available otherwise and to enter into shipbuilding contracts that may have been too
expensive to commit to. Second, it can assist in the development of technology in
related industries, including in the heavy engineering industry in general. The
assistance is clearly achievable, as the amounts are significantly smaller than the
case would be with a direct subsidy on ships exported and would only be applicable
to a single design for a ship, i.e. if a contract is entered into for the production of
four ships, the amount is payable only in respect of one design and not on
production of four vessels. The assistance is also realistic, as it will benefit the
economy without placing an unreasonable burden on the Government and as such
technology gains can be spread to the rest of the heavy engineering industry. Last,
the assistance can be given in a timely fashion as Government can include such
assistance in its next budget. Such assistance will also be in line with Bangladesh’s
obligations under the WTO Subsidies Agreement.
3.3.10. Development of upstream industry
At present shipbuilders have to import virtually all materials requirements.78

Materials constitute approximately 65% of the total contract value. Thus, on a
contract worth $28 million, materials imports constitute approximately $18.2 million.
Although some raw materials and components cannot currently be produced in
Bangladesh, including the engines and electronic equipment, a large proportion of
raw materials are already produced in some form or other. This includes steel, pipes,
cables and furnishings. However, before these materials can be used by the
shipbuilding industry they have to be classed, i.e. it must be determined that the
materials meet the required standards. Some new capacity will have to be invested
in for instance the steel industry, where current plate width does not meet the
requirements of the industry.
Government support could be provided to the raw materials and component industry
to obtain the necessary class accreditation. Without Government assistance in this
regard, the materials industry may not be prepared to incur the costs associated
with classing as current volumes sold to the shipbuilders are relatively low. However,
78
One of the shipbuilders has indicated that it sources some of its steel requirements domestically. All other
materials requirements, as well as the rest of the steel requirements, have to be imported.
41 | P a g e
if the class is obtained, shipbuilders will be in a position to source at least some of

their materials requirements domestically. This will not only save certain costs such
as currency exchange costs, but will decrease the trade deficit and increase domestic
production. If sufficient materials are acquired domestically, it may also result in the
materials producers reaching economies of scale that enable them to start exporting
their products, thereby further increasing their contribution to the economy.
The impact of this specific assistance will again be both directly and indirectly
measurable. The first measure would be to determine the volume of materials
sourced domestically, with a corresponding decrease in the volume of materials
imported. The second measure would be to determine the volume of exports by the
upstream industry. The assistance is clearly achievable, as Government only needs
to pay for the costs associated with obtaining the necessary certification from an
institute such as Germanischer Lloyds. These costs may be relatively small in relation
to the overall project value, but may be too large for an upstream producer to make.
The assistance is also realistic, as it will benefit the economy to a much greater
extent than the shipbuilding industry only. Last, the assistance can be given in a
timely fashion as Government can implement such assistance in its next budget.
Care should be taken, however, how any such assistance is worded. In terms of
Article 3.1(b) of the WTO Subsidies Agreement, no subsidies may be granted that
are dependent on the use of domestic over imported materials. This prohibition also
applies to LDCs. The subsidy can therefore not be made dependent on the
shipbuilding industry buying from the accredited domestic materials producers, but
should be based on the upstream industry itself.
3.3.11. Employment opportunities
Although some newspaper articles have conjured visions of huge employment

opportunities in the shipbuilding industry, discussions with the industry have
indicated that this perception is incorrect. Both Ananda and Western marine employ
1,000 or fewer workers directly in their shipbuilding yards. However, most of these
workers are skilled, being artisans, welders, painters, engineers and naval architects.
Western Marine has recently set up its own training institute where workers are
trained as welders, with the project to be extended to other classes of workers over
the next years. Government has already accredited the institute as a training
partner. Considering the costs involved in training the workers and the possible
revenue these workers may generate in future, not only working for the domestic
shipbuilders, but working in shipyards in countries such as Singapore and Dubai and
the monies they will remit as skilled workers, Government could consider subsidising
the training of the skilled workers.
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The impact of this specific assistance will be small when related to the specific cost
element to a specific contract, but could have a significant impact on the number of
skilled workers working in foreign countries and remitting salaries to Bangladesh. It
would also be measureable by determining the increased number of employees
successfully undergoing technical training. The assistance is easily achievable, as
Government could decide on an amount it is prepared to invest in each worker that
either joins the training programme or successfully undergoes the training
programme. Furthermore, the assistance is realistic as it will benefit the economy
without placing an unreasonable burden on the Government. Last, such assistance
can already be included in Government’s next budget.
3.3.12. Shipbuilding licenses
At present, no shipbuilding is allowed along the banks of the Karnaphuli River near
the Chittagong port area other than by the existing shipbuilders. However, if
additional licenses were to be granted, the real possibility exists that international
companies may be willing to set up joint venture shipyards so that vessels with a
capacity of up to 25,000 DWT could be built and exported.79
Such “assistance” will not cost the Government anything, but will enable foreign
direct investments (FDI) to be made and allow further capitalisation of the industry.
This may also increase the size of the industry to a level where it becomes viable to
invest in the upstream industry to produce classed raw materials and components.
Such assistance will be highly measureable as it can be clearly determined whether
FDI was attracted in response to such licenses being granted. Other than conducting
an environmental impact study, there are no reasons why such licenses cannot be
granted within a short period of time.
3.3.13. Trade fairs
Trade fairs and exhibitions take place all over the world. Several of these trade fairs
include engineering projects, which may include shipping. Government could
subsidise the cost of companies wishing to attend these fairs. If any contracts are
concluded following such fairs this would result in a significant positive inflow of
foreign currency. Other Governments often support their industries in attending and
participating at such fairs and exhibitions. Such expenses are generally regarded as
79
Jamaluddin (2008).
43 | P a g e
negligible in the context of overall exports, but are permissible for LDCs under the
Subsidies Agreement.
3.3.14. Establishing a Shipbuilders Exporters’ Association
The Bangladesh Shipbuilders’ Association (BSA) currently represents all shipbuilders

in Bangladesh regardless of whether such vessels are for use in inland waters,
coastal waters or ocean-faring. Standards vary between different vessels, with the
Inland Water Ordinance standards, i.e. the standards applicable to riverine vessels,
being significantly different from those applicable to ocean-faring vessels. The
standards applicable to riverine vessels, although high, are often lower than those
applying to ocean-faring vessels, while ocean-faring vessels are often significantly
bigger than riverine vessels. This also requires different or additional infrastructure.
Accordingly, the requirements and demands of ocean-faring vessel shipbuilders
differ from those of riverine vessel shipbuilders.
Accordingly, export oriented shipbuilders have indicated that there may be the need
to establish an association that is dedicated to their needs. Government could assist
in setting up such an association if further research shows that this would be
meaningful.
3.4. Cash flow implications
Cash flow plays a major role in the shipbuilding industry and is affected by a variety
of issues. Important issues include
• the key events against which payments are made by the buyer;
• time taken to build the ship;
• cost of bank guarantees
o on monies received from buyers; and
o in respect of raw materials and components imported under the green
channel procedure for clearing goods through the NBR;
• interest rate on monies borrowed;
• whether basic and engineering drawings are done internally or whether it is
outsourced.
Discussions with the shipbuilders have indicated that five payments are receivable
during a typical shipbuilding contract. Payments take place at
44 | P a g e
• the signing of the contract (15%);

• plate cutting (10%);
• keel laying (20%);
• launching (25%); and
• delivery (30%).80
Plate cutting cannot start until the necessary raw materials and components have
been received from approved suppliers. This typically takes place approximately
three to six months after contract signing, with keel laying taking place another
three months later. Launching takes place six to nine months after keel laying, with
another approximately six months required before the ship is delivered to the buyer.
The total process until delivery of the first ship is therefore between 18 and 24
months after signing of the contract. To produce the second and subsequent ships
contracted would take approximately six months each after delivery of the first
vessel, as al production lines have already been set up. If two lines are operated in
parallel, one ship could be produced every three months. Delivery schedule for an
order of four similar vessels could therefore be as follows:
• Delivery of first ship – 18 months from date of contract
• Delivery of second ship – 24 months from date of contract
• Delivery of third ship – 27 months from date of contract
• Delivery of fourth ship – 30 months from date of contract
In preparing a cash flow analysis, certain assumptions have to be made about costs
in the absence of detailed and accurate information from the shipbuilders. First, the
shipbuilders indicated that raw materials and components accounted for
approximately 65% of the total contract price, i.e. if the price for a ship is $7 million,
the raw material and component cost would be approximately $4.55 million. Second,
all raw materials are not purchased at the same time. For purposes of the cash flow
analysis it was assumed that there are three stages at which materials are
purchased:
• Major raw materials, accounting for 75% of total materials purchases, are
purchased a month before production on the specific vessel actually starts;
• Furnishings are bought six months later and account for 15% of the total
materials cost; and
80
Note that the actual payment dates and the actual percentages would vary according to the negotiated
terms of each individual contract.
45 | P a g e
• The engine is bought another three months later and accounts for 10% of the
total materials cost.81
The following additional assumptions were made:
• LCs are negotiated two months before they are due. LC charges were costed
at 0.22% of the face value, plus 1.5% per annum. No costs were added for
confirmation of LCs by a foreign bank. This could add another 3% to the cost
of an LC, which would push the overall cost up from 0.31% to 2.26% of the
contract value and increase the indicated loss to 12.84% from 10.89%.
• The basic design, i.e. the first approximately 150 technical drawings, are
bought at a cost of $200,000 rather than developed in-house and that all
engineering drawings are done in-house.
• Bank guarantees need to be given against all monies received from the buyer
until delivery of a vessel. Bank guarantee costs in Bangladesh amount to 4%
of the sight value. In addition, as Bangladeshi banks are not regarded as
reputable institutions in world trade, these guarantees have to be confirmed
by foreign banks that charge between 2% and 4% for the guarantee. On top
of this, an additional 2% is included for “country risk”. The total cost of the
bank guarantee is therefore 8% to 10% of the sight value. For purposes of
the calculations a figure of 10% was used.
• It was assumed that all raw materials and components are imported. In terms
of the Green Channel procedure established by the NBR for the shipbuilding
industries, no customs duties are payable on the importation of materials, but
a bank guarantee must be given for 25% of the value of the imported
materials. Considering a bank guarantee cost of 4% and that the guarantee is
internal only, i.e. it does not have to be confirmed by a foreign financial
institution, the cost is 1% per annum.
• The shipbuilders indicated that they were required to convert all deposit
received to the local currency, i.e. taka, at a bank cost of 1.88%. When they
wished to purchase raw materials in foreign currency, a further conversion
cost of 2.1% is incurred.
• As the cash flow analysis indicates that a significant shortfall in funds is clear
from month 7, it was assumed that shipbuilders would have to turn to banks
81
Note that from interviews with Ananda and Western marine it transpired that materials costs constituted
approximately 65% of the total project price and that the cost of engines amounted to approximately 7% to 8%
of the total project cost, i.e. 10% to 12% of materials cost. No indication was given as to when which materials
are purchased.
46 | P a g e
to fund this shortfall. An interest rate of 16% was used to determine the
interest payable on the outstanding loans. No allocation was made for
possible interest earned for loans unutilised and that were in the bank.
• It was determined that overheads constitute approximately 25% of the total

cost of the project. This value was simply divided over the 18-month period
for which each ship was under construction.
Bearing the above assumptions in mind and applying these to an order for 4 ships
each valued at $7 million, the cash flow statement over the period of the contract
(30 months) could look as follows:
Table 3.5.1: Incoming cash flow
Ship 1 Ship 2 Ship 3 Ship 4

Monthly
Mth Event Inflow inflow
0 Contract $1,050,000 $1,050,000 $1,050,000 $1,050,000 $4,200,000
1 $0 $0 $0 $0 $0
2 $0 $0 $0 $0 $0
3 Plate cutting 1 $700,000 $0 $0 $0 $700,000
4 $0 $0 $0 $0 $0
5 $0 $0 $0 $0 $0
6 Keel laying 1 $1,400,000 $0 $0 $0 $1,400,000
7 $0 $0 $0 $0 $0
8 $0 $0 $0 $0 $0
9 Plate cutting 1 $0 $700,000 $0 $0 $700,000
10 $0 $0 $0 $0 $0
11 $0 $0 $0 $0 $0
Launch 1; Keel laying 2;
12 Plate cutting 3 $1,750,000 $1,400,000 $700,000 $0 $3,850,000
13 $0 $0 $0 $0 $0
14 $0 $0 $0 $0 $0
Keel laying 3; Plate
15 cutting 4 $0 $0 $1,750,000 $700,000 $2,100,000
16 $0 $0 $0 $0 $0
17 $0 $0 $0 $0 $0
Delivery 1; Launching 2;
18 keel laying 4 $2,100,000 $1,750,000 $0 $1,400,000 $5,250,000
19 $0 $0 $0 $0 $0
20 $0 $0 $0 $0 $0
21 Launching 3 $0 $0 $1,750,000 $0 $1,750,000
22 $0 $0 $0 $0 $0
23 $0 $0 $0 $0 $0
24 Delivery 2; launching 4 $0 $2,100,000 $0 $1,750,000 $3,850,000
25 $0 $0 $0 $0 $0
26 $0 $0 $0 $0 $0
27 Delivery 3 $0 $0 $2,100,000 $0 $2,100,000
28 $0 $0 $0 $0 $0
29 $0 $0 $0 $0 $0
30 Delivery 4 $0 $0 $0 $2,100,000 $2,100,000
Total $7,000,000 $7,000,000 $7,000,000 $7,000,000 $28,000,000
47 | P a g e
Table 3.5.2: Outgoing cash flow (in US$)

BG on Currency Currency
Bank Raw green charges charges LC Total
Mth Event Design guarantee materials channel in out charges Interest Overheads Outflowing outflow
0 Contract 200,000 78,960 4,200 7,508 - - 286,468 290,668
1 35,000 3,412,500 2,844 - 71,663 4,266 - 98,000 3,624,272 3,914,939
2 35,000 2,844 - - 4,266 - 98,000 140,109 4,055,049
3 Plate cutting 1 35,000 2,844 13,160 - - - 98,000 149,004 4,204,053
4 40,833 2,844 - - - - 98,000 141,677 4,345,730
5 40,833 2,844 - - - - 98,000 141,677 4,487,407
6 Keel laying 1 40,833 2,844 26,320 - 9,009 - 98,000 177,006 4,664,413
7 52,500 4,095,000 6,256 - 85,995 5,119 - 196,000 4,440,870 9,105,283
8 52,500 6,256 - - 5,119 42,667 196,000 302,542 9,407,824
9 Plate cutting 1 52,500 6,256 13,160 - 8,509 42,667 196,000 319,091 9,726,916
10 58,333 3,867,500 9,479 - 81,218 4,834 42,667 294,000 4,358,031 14,084,947
11 58,333 9,479 - - 4,834 100,000 294,000 466,647 14,551,594
Launch 1; Keel
laying 2; Plate
12 cutting 3 58,333 9,479 72,380 - 9,009 100,000 294,000 543,202 15,094,795
13 90,417 4,095,000 12,892 - 85,995 5,119 100,000 392,000 4,781,422 19,876,217
14 90,417 12,892 - - 5,119 140,000 392,000 640,427 20,516,644
Keel laying 3;
15 Plate cutting 4 90,417 12,892 39,480 - 2,503 140,000 392,000 677,291 21,193,935
16 107,917 1,137,500 13,840 - 23,888 1,422 140,000 392,000 1,816,566 23,010,501
17 107,917 13,840 - - 1,422 140,000 392,000 655,178 23,665,679
Delivery 1;
Launching 2;
18 keel laying 4 107,917 13,840 98,700 - 2,503 140,000 392,000 754,959 24,420,638
19 93,333 1,137,500 10,996 - 23,888 1,422 113,333 294,000 1,674,472 26,095,110
20 93,333 10,996 - - 1,422 113,333 294,000 513,084 26,608,194
21 Launching 3 93,333 10,996 32,900 - 1,001 113,333 294,000 545,564 27,153,758
22 107,917 455,000 11,375 - 9,555 569 113,333 294,000 991,749 28,145,506
23 107,917 11,375 - - 569 113,333 294,000 527,194 28,672,700
Delivery 2;
24 launching 4 107,917 11,375 72,380 - - 113,333 294,000 599,005 29,271,705
25 81,667 7,583 - - - 80,000 196,000 365,250 29,636,955
26 81,667 7,583 - - - 80,000 196,000 365,250 30,002,205
27 Delivery 3 81,667 7,583 39,480 - - 80,000 196,000 404,730 30,406,935
28 40,833 3,792 - - - 60,000 98,000 202,625 30,609,560
29 40,833 3,792 - - - 60,000 98,000 202,625 30,812,185
30 Delivery 4 40,833 3,792 39,480 - - 60,000 98,000 242,105 31,054,290
Total 2,126,250 18,200,000 245,700 526,400 386,400 85,540 2,228,000 7,056,000 31,054,290
Total % 7.59% 65.00% 0.88% 1.88% 1.38% 0.31% 7.96% 25.20%
Table 3.5.3: Net cash flow (in US$)
Mth Outflowing Total outflow Monthly inflow Total inflow Surplus/ Shortfall Loan Cash
0 $ 286,468 $ 286,468 $ 4,200,000 $ 4,200,000 $ 3,913,533 $ - $ 3,913,533
1 $ 3,624,272 $ 3,910,739 $ - $ 4,200,000 $ 289,261 $ - $ 289,261
2 $ 140,109 $ 4,050,849 $ - $ 4,200,000 $ 149,151 $ - $ 149,151
3 $ 149,004 $ 4,199,853 $ 700,000 $ 4,900,000 $ 700,148 $ - $ 700,148
4 $ 141,677 $ 4,341,530 $ - $ 4,900,000 $ 558,470 $ - $ 558,470
5 $ 141,677 $ 4,483,207 $ - $ 4,900,000 $ 416,793 $ - $ 416,793
6 $ 177,006 $ 4,660,213 $ 1,400,000 $ 6,300,000 $ 1,639,787 $ - $ 1,639,787
7 $ 4,440,870 $ 9,101,083 $ - $ 6,300,000 $ -2,801,083 $ 3,200,000 $ 398,917
8 $ 302,542 $ 9,403,624 $ - $ 6,300,000 $ -3,103,624 $ 3,200,000 $ 96,376
9 $ 319,091 $ 9,722,716 $ 700,000 $ 7,000,000 $ -2,722,716 $ 3,200,000 $ 477,284
10 $ 4,358,031 $ 14,080,747 $ - $ 7,000,000 $ -7,080,747 $ 7,500,000 $ 419,253
11 $ 466,647 $ 14,547,394 $ - $ 7,000,000 $ -7,547,394 $ 7,500,000 $ -47,394
12 $ 543,202 $ 15,090,595 $ 3,850,000 $ 10,850,000 $ -4,240,595 $ 7,500,000 $ 3,259,405
13 $ 4,781,422 $ 19,872,017 $ - $ 10,850,000 $ -9,022,017 $ 10,500,000 $ 1,477,983
14 $ 640,427 $ 20,512,444 $ - $ 10,850,000 $ -9,662,444 $ 10,500,000 $ 837,556
15 $ 677,291 $ 21,189,735 $ 2,100,000 $ 12,950,000 $ -8,239,735 $ 10,500,000 $ 2,260,265
48 | P a g e
16 $ 1,816,566 $ 23,006,301 $ - $ 12,950,000 $ -10,056,301 $ 10,500,000 $ 443,699
17 $ 655,178 $ 23,661,479 $ - $ 12,950,000 $ -10,711,479 $ 10,500,000 $ -211,479
18 $ 754,959 $ 24,416,438 $ 5,250,000 $ 18,200,000 $ -6,216,438 $ 8,500,000 $ 2,283,562
19 $ 1,674,472 $ 26,090,910 $ - $ 18,200,000 $ -7,890,910 $ 8,500,000 $ 609,090
20 $ 513,084 $ 26,603,994 $ - $ 18,200,000 $ -8,403,994 $ 8,500,000 $ 96,006
21 $ 545,564 $ 27,149,558 $ 1,750,000 $ 19,950,000 $ -7,199,558 $ 8,500,000 $ 1,300,443
22 $ 991,749 $ 28,141,306 $ - $ 19,950,000 $ -8,191,306 $ 8,500,000 $ 308,694
23 $ 527,194 $ 28,668,500 $ - $ 19,950,000 $ -8,718,500 $ 8,500,000 $ -218,500
24 $ 599,005 $ 29,267,505 $ 3,850,000 $ 23,800,000 $ -5,467,505 $ 6,000,000 $ 532,495
25 $ 365,250 $ 29,632,755 $ - $ 23,800,000 $ -5,832,755 $ 6,000,000 $ 167,245
26 $ 365,250 $ 29,998,005 $ - $ 23,800,000 $ -6,198,005 $ 6,000,000 $ -198,005
27 $ 404,730 $ 30,402,735 $ 2,100,000 $ 25,900,000 $ -4,502,735 $ 4,500,000 $ -2,735
28 $ 202,625 $ 30,605,360 $ - $ 25,900,000 $ -4,705,360 $ 4,500,000 $ -205,360
29 $ 202,625 $ 30,807,985 $ - $ 25,900,000 $ -4,907,985 $ 4,500,000 $ -407,985
30 $ 242,105 $ 31,050,090 $ 2,100,000 $ 28,000,000 $ -3,050,090 $ 4,500,000 $ 1,449,910
$ 31,050,090 $ 28,000,000
Profit/loss -10.89%
From the above three tables it is clear that
• Shipbuilding for export purposes is currently not profitable;82
• Finance expenses, in the form of bank guarantees, currency conversion costs,

interest and LC costs, play a significant role in the over-all cost structure; and
• The income and expenditure curve do not correspond, indicating that there is
a need for extraneous financing especially during the 10th to 24th months of a
30-month contract. Interest charges on these external loans constitute the
single largest financial cost in the project.
3.5. Conclusion
It has been shown that there are several opportunities for the shipbuilding industry
to record strong growth despite the current international financial crisis. There is
reason to believe that both the shipbuilding industry and the upstream industry can
become major exporters and generate significant export earnings. The shipbuilding
industry’s value addition, as a percentage of the export value, already outstrips that
of the RMG sector and can be significantly increased if the upstream industry
acquires the necessary classing standards and if additional capital is invested in e.g.
the steel industry to produce the required quality and size of steel plates.
If Government is prepared to assist the industry by providing bank guarantees and

by providing full access to Green Channel treatment for imported materials, this will
82
Note that Ananda indicated that it had made a significant loss on the first ship delivered to Denmark.
49 | P a g e
have a significant beneficial impact on the industry that could decrease overall costs
by more than 10% of the contract value. It has also been shown that there are
other possible supportive measures that can be taken by Government, including the
establishment of EPZs, granting shipbuilders tax holidays, investing in the acquisition
of technology and by paying a skills levy contribution for training skilled workers. On
the other hand it has been shown that industry can improve its own situation by
making use of existing facilities, such as foreign currency accounts, and that it is
unrealistic to expect Government to supply an outright subsidy, as is done in India
and Vietnam, based on the value of the vessels exported, or to invest in in-shipyard
infrastructure.
It is, however, important that Government take immediate action. In light of the
current international financial situation, any delay in taking the necessary action to
support the shipbuilding industry may result in the loss of a golden opportunity to
increase not only shipbuilding in Bangladesh, but to grow the heavy engineering
sector, as prospective buyers turn to other markets.
50 | P a g e
4. Proposals
It is proposed that
• The Government gives serious consideration to directly providing bank

guarantees to foreign buyers, rather than rely on the domestic banking
industry, as this will result in a significant saving to the shipbuilding industry
and could be all that is required, along with the second bullet point, to set up
an enabling environment under which the shipbuilding industry can grow.
• Government grants full Green Channel status to shipbuilders, even if only

after each individual shipbuilder has exported its first ship. The present
system under which bank guarantees must be given on 25% of the value of
the imports does not provide any tangible benefit to Government, yet imposes
a cost on the shipbuilders.
• Government declares export-oriented shipbuilding yards as EPZs, which will

reduce their costs on domestic purchases through the saving of inter alia VAT.
Such decreased costs may provide a significant incentive to invest in the
upstream industry and to obtain classing in such upstream industry.
• Government relax the rules pertaining to the conversion of foreign currency

into domestic currency to allow the industry to retain a larger proportion of
foreign currency, which larger proportion is required to import raw materials
and components. In addition, Government may decrease the cost associated
with buying and selling foreign exchange, as this has a direct impact on the
cost of shipbuilding.
• Government grants the shipbuilding industry a tax holiday of at least 10

years, which period could either be fixed or be calculated separately for
individual entities.
• Government assists the industry in acquiring the necessary technology

required for the various shipbuilding contracts, through subsidising the cost of
buying basic design drawings.
• Governments assists the upstream industry, e.g. the steel, cable, pipe and
furnishing industries, to obtain the necessary classing that will allow these
industries to supply the shipbuilding industry with raw materials and
components.
• Governments provides assistance as regards training costs for skilled labour,

either on the basis of the number of students enrolled in training or the
number of students that successfully graduate from training.
51 | P a g e
• Government allows additional shipbuilders to set up shipbuilding yards on the

banks of the Karnaphuli River near Chittagong to attract FDI.
It is further proposed that
• Government does not provide a direct subsidy on each ship exported, as this
would place too high a burden on the economy. Considering the present
order volume, such subsidies, if granted at the same level as in India, would
already equate to the total value of export subsidies granted by Government
to all other industries combined.
• Government does not become involved in the development of in-shipyard

infrastructure, other than possibly assisting with building container depots
and/or piers that will assist inland shipbuilders to transport imported materials
via waterways rather than by road or rail, thus decreasing pressure on the
existing infrastructure and decreasing costs to industry.
Further research is required to determine whether it would be meaningful to set up

a separate Shipbuilding Exporters’ Association.
It is recommended that these proposals be considered as a matter of urgency as

Government assistance is required in the short term if the industry, including the
upstream industry, is to properly establish itself as a growing industry.
52 | P a g e
5. Conclusion
The shipbuilding industry in Bangladesh is in the process of establishing itself as a

potential growth industry that could become the third biggest contributor to foreign
exchange after remittances and the RMG sector within a period of less than 10
years. Government is in a position to significantly influence the future growth and
success of not only the shipbuilding industry, but also the upstream industry
providing raw materials and components to the industry if it makes the right
decisions fast. These decisions include decisions on granting bank guarantees,
providing full access to Green Channel procedures through customs (the NBR),
declaring export-oriented shipyards as EPZs, assist industry in acquiring the
necessary technology, subsidising the training cost of or for skilled workers, and
assisting the upstream industry in acquiring the necessary classing, i.e. the approval
of a class such as Germanischer Lloyd, to enable it to provide raw materials and
components to the shipbuilding industry and to start exporting these materials to
shipbuilders in other countries.
Government should not dwell over these decisions too long, as countries such as
India and Indonesia are increasing their own small ocean-faring vessel capacities
and as the current international financial crisis may have serious implications for the
industry.
53 | P a g e
6. Bibliography
Ananda (2008). Determined to Grow. Ananda Shipyard & Slipways Ltd (company
brochure)
Administrator (2008). Indian shipbuilders petition for restoration of subsidy.

Available at http://www.vinamaso.net/index.php?view=article&catid=
21&id=222:indian-shipbuilders-petition-for-restoration-of-subsidy
&option=com_content&Itemid=100264 (28 July 2008)
Ahmed, Mushir (2008). Shipbuilding gets big boost. The Financial Express (20 April
2008) http://www.thefinancialexpress-bd.com/search_index.php?page=
detail_news&news_id=30979
Business Reporter (2008a). Doors to economic prosperity thru’ shipbuilding

unfolded. http://nation.ittefaq.com/issues/2008/05/14/news0643.htm (accessed
13 August 2008)
Business Reporter (2008b). Ananda Shipyard cuts plates for four ships for German
companies. http://nation.ittefaq.com/issues/2008/06/07/news0702.htm (accessed
13 August 2008)
CIA Factbook (2008). The World Factbook: Bangladesh

https://www.cia.gov/library/publications/the-world-factbook/geos/bg.html
(accessed 11 November 2008)
Denmark to provide training to Bangladeshi workforce in shipbuilding (2008).

Business News (18 May 2008), available at http://www.bssnews.net/index.php?
genID=BSS-06-2008-05-17&id=255
FE Report (2008). First ship built locally handed over to Danes. The Financial
Express (16 May 2008), available at http://www.the financialexpress-bd.com/
search_index.php?page=detail_news&news_id=33672 (accessed 10 August 2008)
Germanischer Lloyds (2008). Emerging shipbuilding industry in Bangladesh –

Germanischer Lloyd. Presentation given by Mr. Choudhury Fakhruz Zamanon,
Bangladesh Country Manager of Germanischer Lloyd on 8 November 2008 at the
German Trade Show in Dhaka, Bangladesh
Global Bangladesh (2008). Local shipbuilder signs deal with International buyer,
Opening prospects for Bangladesh (16 March 2008)
http://www.gbangladesh.com/shipbuilding.html (accessed 12 November 2008)
54 | P a g e
http://bangladesheconomy.wordpress.com/2008/11/02/high-speed-to-build-vessels-
for-european-japanese-companies/
http://banglapedia.search.com.bd/HT/S_0348.htm (accessed 11 November 2008)
http://www.anandagroup.biz/ananda_shipyard.php
http://www.anandagroup.biz/ananda_shipyard.php (accessed 10 August 2008)
http://www.bangladeshpositive.info/Bangladesh.html (accessed 11 November 2008)
http://www.equitymaster.com/detail.asp?date=2/15/2007&story=1 (accessed 11
November 2008)
http://www.highspeed-group.com/achievements.asp (accessed 12 November 2008)
Indian shipbuilding: An overview (26 February 2007), available at

http://www.equitymaster.com/detail.asp?date=2/26/2007&story=3 (accessed 29
July 2008)
Islam, Kazi Azizul (2008). Local co joins global shipbuilders’ club. New Age (14 May
2008), available at http://www.newagebd.com/2008/may/14/busi.html#4
(accessed 12 August 2008)
Jamaluddin, Syed (2008). Prospect of shipbuilding industry in Bangladesh. The

Financial Express (1 April 2008), available at http://www.thefinancialexpress-
bd.com/search_index.php?page=detail_news&news_id=29545 (accessed 12
November 2008)
Kabir (2008). State-owned co joins shipbuilding soon. The Financial Express (28 April
2008), available at http://www.thefinancialexpress-
bd.com/search_index.php?page=detail_news&news_id=32045 (accessed 12
August 2008)
Khan, Jasim Uddin (2008a). Local firm to build 10 ships for Japan. The Daily Star (20
June 2008) http://www.thedailystar.net/story.php?nid=41981 (accessed 12
August 2008)
Khan, Jasim Uddin (2008b). Local firms to shell out Tk500cr on shipbuilding. The
Daily Star (11 October 2008) http://www.thedailystar.net/story.php?nid=58356
KPMG (2007). Government subsidy needs to be revived, study sponsored by industry

says. http://www.livemint.com/2007/09/26001209/Government-subsidy-needs-to-
be.html (accessed 26 July 2008)
55 | P a g e
Manoj, P (2008). Shipbuilding subsidy may be revived. Available on

http://www.livemint.com/2008/01/04001109/shipbuilding-subsidy-may-be-re.html
New Age (2008). Denmark on Thursday received the first Bangladesh-made ocean
going vessel. New Age (16 May 2008), available at
http://newagebd.com/2008/may/16/busi.html#2 (accessed 14 August 2008)
Pakistan Defence, 18 March 2008 http://www.defence.pk/forums/economy-

development/10523-bangladesh-becoming-major-ship-builder.html (accessed 12
November 2008)
Parvez, Sohel (2008a). Shipbreakers to Shipmakers. The Daily Star (15 May 2008),
available at http://www.thedailystar.net/story.php?nid=36667 (accessed 11
November 2008)
Parvez, Sohel (2008b). Ananda wins $67m German order to build four ships. The
Daily Star (12 May 2008), available at http://www.thedailystar.net/
pf_story.php?nid=36119 (accessed 12 August 2008)
Rahim, (2007). Bangladesh Budget 2007-2008: Text of Finance Advisor’s Speech (8

June 2007). Available at
http://www.bangladeshnews.com.bd/2007/06/08/bangladesh-budget-2007-2008/
(accessed 14 November 2008).
The Daily Star (2008). EC assures support for shipbuilding industry. The Daily Star (2
June 2008), available at http://www.thedailystar.net/story.php?nid=39263
(accessed 9 August 2008)
56 | P a g e

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The Shipbuilding industry in Bangladesh

THE SHIPBUILDING INDUSTRY IN BANGLADESH:

Gustav Brink, Tofayel Ahmmad and Jakia Sultana

Introduction to the BFTI

The BFTI strives to emerge as an excellent institute in Bangladesh for creative

Vision and Mission

To be an internationally reputed institute for trade policy research, and a centre of

2.8.2. Customers ....................................................................................................................22

2.8.3. Government of Bangladesh .......................................................................................22

2.9. Conclusion ............................................................................................................................23

3.2.2. Infrastructure ...............................................................................................................25

3.2.3. Capital and financial expenses ..................................................................................26

3.2.5. Availability of skilled labour .......................................................................................29

3.2.6. Quality and technological database..........................................................................30

3.2.7. Effect of current international financial crisis..........................................................31

3.3. SMART analysis on possible government intervention .................................................. 32

3.3.2. Bank guarantees .........................................................................................................33

3.3.3. Full Green Channel status for the industry .............................................................34

3.3.4. Creation of EPZs ..........................................................................................................35

3.3.5. Currency charges ........................................................................................................36

3.3.6. Infrastructural development ......................................................................................38

3.3.7. Tax holidays .................................................................................................................38

3.3.8. Direct subsidies on delivery .......................................................................................39

3.3.9. Technology ...................................................................................................................40

3.3.10. Development of upstream industry ......................................................................41

3.3.11. Employment opportunities .....................................................................................42

3.3.12. Shipbuilding licenses...............................................................................................43

3.3.13. Trade fairs ................................................................................................................43

3.3.14. Establishing a Shipbuilders Exporters’ Association.............................................44

3.4. Cash flow implications ........................................................................................................44

Shipbuilding is synonymous with Bangladesh. Thousands of locally-built ships ply its

1.3. Scope of the study

This study is limited to the shipbuilding industry in Bangladesh that produces or

1.4. Objectives/Importance of the study

As indicated in the hypothesis it is estimated that the shipbuilding industry could

In considering the long-term potential of the industry, cognisance has to be taken of

1.5. Research methodology applied

material and a basic understanding of the industry, separate questionnaires were

In addition, the researchers conducted interviews with relevant parties. On August

1.6. Outline of study

2. Overview of the industry

2.2. History of shipbuilding in Bangladesh

2.3. Changes in the international arena

Graph 2.3.1: Development of world shipbuilding industry

As a result of the growth in international trade volumes, including to areas where

2.4. Types of vessels

2.5. Current Bangladeshi ocean-faring shipbuilders

operations to be in a position to build a higher volume of ships. In total, Western

2.6. Industry requirements

Several requirements play a role in a decision to enter the shipbuilding industry or to

• Accommodation and interior equipment

• Deck and hull equipment

• Suitable land. At present, Ananda’s operations extend over approximately

• Significant funding. During an interview with Ananda it became apparent

positive impact on foreign exchange remitted to the country. Some of the

• Designers and naval architects, marine engineers and designing

o Basic design – for light vessels this consists of up to 150 drawings;

o Engineering drawings – this could amount to an additional 650