Navies and commercial shipping: Bridging the knowledge gap
Maritime security relies on the combined strength of both naval and commercial capabilities
For a long time, global seagoing trade has operated virtually in the ‘background’, with vessels transiting the world’s oceans to deliver goods on time without much attention being paid to the complexities involved. As a result, there has been limited understanding of commercial shipping within naval circles. However, with the return of state-sponsored threats and geopolitical competition, the shipping industry – a critical enabler of the sea-based economic model – has become a strategic asset to leverage and target. Recent events – including attacks on commercial shipping and the weaponisation of a parallel shadow fleet – highlight the vulnerability of the system and the critical role navies play in protecting it. Given these realities, navies of free and open countries must develop a deeper understanding of the broader trade landscape in which they operate and are tasked with protecting.
The utility of national shipping
Shipping is integral to global economics and supply chain security, with 95% of the United Kingdom’s (UK) imports and exports by volume transported by sea. National maritime power and security depend on both naval and commercial capabilities. Despite this, the role of shipping to national security ‘has been greatly undervalued’ in recent years, with the importance of commercial ship capacity to military logistics often being overlooked. While national shipping (the merchant fleet) is vital for peacetime commercial capacity, supply chain security and wartime sealift, it has lacked adequate incentives. Cost effectiveness has often taken precedence over security and resilience concerns when securing fleet capacity should be a priority. Historically, navies and the shipping industry have been linked through national flagging. Since the 1950s, however, foreign flagging and complex ownership, cargo and crewing structures have weakened this link and diminished control, complicating naval protection.
Sea control cannot be considered in isolation from commercial maritime activity; securing shipping routes is crucial to maintaining effective sea control. The Royal Navy appreciates that 90% of global trade moves by sea, but has limited understanding of the complexities of this landscape. This includes which trade should be prioritised for protection in times of conflict to ensure military and civilian sustainment needs, as well as understanding supply chain vulnerabilities and how these can be addressed. Protecting shipping thus requires insight into the commercial sector’s outlook and the broader conditions under which civilian vessels operate. This includes the balance between different segments, tonnage and major actors involved.
Why does it matter?
The Royal Navy should develop a greater awareness of commercial shipping for several reasons, with the most important being the protection of vital shipping. Closer naval-civilian cooperation is needed, facilitated by joint planning, exercises and information sharing. The shipping industry brings a wealth of capabilities to the table, including strategic sealift and ‘Ro-Ro’ (Roll-On Roll-Off) capacities. As fleets face increasing costs and limited scalability, leveraging private sector assets becomes essential to complement military capacity, particularly given the dependence on commercial logistics and infrastructure.
Free and open countries hold significant advantages in terms of merchant vessels, logistics expertise and operational control. 40% of the global shipping fleet is controlled by European shipowners. Securing sealift capacity through complementary commercial solutions depends on enhanced understanding of commercial capacity, including availability, ship types (Ro-Ro, container, bulk, tankers) and tonnage to identify gaps. Contracts with commercial partners must be secured to ensure access to sufficient nationally-flagged ships (the merchant navy) in times of crisis. Additionally, there are the trends reshaping operations within the maritime sector itself, including decarbonisation and digitalisation efforts. By understanding these trends, the Royal Navy will be better equipped to navigate the security implications.
In today’s security environment, navies must urgently reconsider how they collaborate with the shipping industry by understanding shared needs and challenges, as well as the different realities in which both parties operate.
Approaches to facilitating and promoting exchange
Currently, there is limited knowledge of commercial shipping in naval officer training. Integrating shipping perspectives presents a unique opportunity to close the knowledge gap, allowing navies to understand how military and civilian sectors can complement each other, and shipping lines strengthen and support logistics capabilities – often through end-to-end supply chain solutions. This could be achieved by inviting shipping executives from different segments as guest speakers to offer insights into trends and challenges. Workshops could facilitate dialogue, addressing best practices and identifying opportunities for mutual benefit; there is much to be said about the commercial sector’s extensive networks, global reach, logistical expertise and vast lengths of time spent at sea. While there are great examples of education exchanges, such as the research partnership between the Royal Navy and the University of Plymouth, bringing shipping insights into officer training will widen naval perspectives.
Practical experience on board commercial vessels through exchange programmes, such as the one between HMS Collingwood and the Merchant Navy, are valuable and should be expanded. However, experience with commercial operations and ship management departments would offer key insights into the business model, operational challenges and conditions of merchant vessels. These include the logistics chain, route planning, cargo flows, production networks, weather conditions, port operations, strikes, congestion and threat assessments. Completing operations and ship management training is a standard practice within some shipping lines, where seafarers are expected to gain this experience before advancing to the rank of chief officer or captain.
Provided there is a willingness from the naval community to facilitate operational experience, exchange schemes – ranging from short two to four-week site visits to longer three to six-month placements – could offer invaluable exposure to the conditions which dictate activities at sea and the broader end-to-end supply chain, focusing on safety, reliability and the impact of disruptions on costs, delays and emissions. As seen in the Red Sea, crew safety is non-negotiable for most shipping companies. While security restrictions may prevent replication on the defence side, merchant seafarers could be offered site visits, ship tours and briefings on key challenges faced by naval personnel.
Beyond training, joint exercises, intelligence and information sharing, and planning could strengthen operational coordination and mutual understanding. Involving commercial stakeholders early in the planning stages enables the participation of the necessary ships in exercises without impacting operations significantly. Incorporating shipping partners into exercises and training should be a top priority to ensure a seamless transition during a crisis. The North Atlantic Treaty Organisation (NATO) Shipping Centre (NSC) at Allied Maritime Command (MARCOM), Northwood, is a crucial link to the international shipping community in facilitating information exchange. Going forwards, it will play an essential role in ensuring access to civilian sealift capabilities. Functions such as UK Maritime Trade Operations (UKMTO) are crucial for facilitating information exchange. However, provided there is mutual trust, information and data exchange could be made more systematic by enhancing communication systems and sharing timely intelligence.
Fostering long-term partnerships in initiatives, research and training programmes will also benefit both sectors. One key area for exchange is safety and security training, where the shipping industry could benefit from the navy’s expertise. Shipping companies, maritime organisations and educational institutions must collaborate to enhance maritime awareness and prepare future maritime leaders for an integrated collaborative approach. Navies and the shipping industry also face common supply challenges, including personnel (both land and sea-based), fuel, spare parts and more. A shared challenge is recruitment, as both sectors must emphasise the criticality of the maritime domain to attract talent. These factors should be central to any assessment of potential areas for collaboration.
Ultimately, ensuring freedom of navigation is a joint effort. Bridging the knowledge gap between navies and the shipping industry is a strategic imperative, as safe shipping will only be possible through ongoing dialogue.
Conclusion
Maritime security relies on the combined strength of both naval and commercial capabilities. As the maritime security landscape evolves, navies must deepen their understanding of commercial shipping’s critical role in global security and the economy. By incorporating insights from the commercial sector into naval training, facilitating practical placements and exchange schemes, promoting joint exercises and fostering long-term partnerships, the Royal Navy will be better equipped to enhance supply chain resilience. This effort will depend on understanding the realities and challenges each sector faces, as well as a naval willingness to engage and commitment to best practices. In today’s maritime security landscape, navies and commercial shipping lines simply cannot afford to work in isolation.
Charlotte Kleberg is an Associate Fellow at the Council on Geostrategy and an Associate Fellow at the Royal Navy Strategic Studies Centre. She holds various project and board advisory roles in the Ro-Ro shipping sector through Wallenius Lines, Wallenius Marine, and United European Car Carriers.
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