EFFICIENCY IN THE OPERATION OF STEAMSHIPS. 123 
and ashore became impossible, operating costs were excessive, claims for cargo damage and 
loss were unreasonably high, and with the perfection of systems of communication the status 
of the master and officers was reduced to practically that of a high priced office boy—obey- 
ing orders issued from ashore by those who were intoxicated by high freight rates and large 
profits, who thought more of the American dollar than they did of the safety of the vessel 
or its mark. However, as freight rates decreased, it was realized that steamship companies 
founded on inexperience could not endure, and it is to the credit of the profession to say that 
ability, experience, and efficiency are being recognized and will eventually regain control. 
During the past two years, rates have fallen to the level of, and in some instances to a 
point lower than pre-war rates, and in the struggle of American vessels for existence in the 
shipping world against the better competition of foreign vessels which enjoy a lower oper- 
ating cost, as well as a government subsidy, American shipping has reached that stage where 
the cost of efficient operation means success or failure to our merchant marine as a whole. 
It is a fact that, amongst the various grades of ship officers, the American merchant 
marine can boast of having many who are efficient, but unfortunately many masters lack suffi- 
cient business training, due to the modern method in steamship offices where the master 
is not allowed to handle details with which he should be familiar, and naturally in this con- 
nection the shipowner is standing in his own light. 
To establish a basis of comparison of the cost of operation for all classes of ships is an 
impossibility, and after considering the mass of data available it was decided that each vessel 
was an individual study. 
Herewith are presented data of three vessels in transatlantic trade, reduced to an aver- 
age of one voyage and all expenses are included; total cost represented as 100 per cent. 
Example A Example B Example C 
Per cent Per cent Per cent 
ities pect acraneetone cae te eeelsaciece sake ene 23.6 299 27.9 
Stevedoring, tally, watching, clerks......... 20.6 16.0 22.9 
Wiagesron)shipr aus ealanacaencteataaye ataan EZ 14.4 13.0 
TiS ura Gets eee tar ey statis edie nhtrend sore teary aise 10.4 8.1 12.0 
Wiha nba re Uist ci acy oie) sree eee ct toen mek cos Tell 1.9 2.2 
Neeneyaandybrokeragcemenaeenn tien 4.9 3.4 Hof 
Grainehttings Wemmasmb alte seta ace ner=eis © 3.1 748) aes 
Hoodtiomenewaaemicres cmetieynitie chy ete oes 3.0 3.0 1.4 
Stonesmdeckudepantinentenmee eee eer 2.0 29) 2.9 
Stores engine department................. D5 3.4 3.6 
Stores steward department................ 0.2 0.3 0.25 
IN viertisin suntan gai asain Mey emia Nose 2.4 0.4 0.3 
HOw DOatsyeivs suse sensitive enerae rei wea e apeea eae 1.8 1.5) 1.4 
JEM eESL p Ucn ola roa ole aa eeiots Buble ote aoks 1.3 1.3 1.4 
Rorticharges stone aie soenate ae soe Slaw eats ees 1.4 1.8 1.6 
Fe PAalns mata eauarkinn humeral Ve et ee 1.6 5.1 3.6 
Miscellaneous ny dips (see eG cibcoeys ace esis tiers se 2.1 3.5 2.6 
Wa iridiry pest arta w idee eee ceettinl nae tee A aye 0.2 0.2 0.25 
