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    <title>Transport Research International Documentation (TRID)</title>
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    <copyright>Copyright © 2026. National Academy of Sciences. All rights reserved.</copyright>
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    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
    <webMaster>tris-trb@nas.edu (Bill McLeod)</webMaster>
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      <title>Transport Research International Documentation (TRID)</title>
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      <link>https://trid.trb.org/</link>
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    <item>
      <title>U.S. Merchant Marine Academy: Actions Needed to Sustain Progress on Facility and Infrastructure Improvements</title>
      <link>https://trid.trb.org/View/2413953</link>
      <description><![CDATA[The U.S. Merchant Marine Academy (Academy) is the nation’s only federal service academy dedicated to training licensed mariners to support domestic and international trade and the transport needs of the U.S. military. Academy graduates can serve as licensed officers on commercial vessels or in the military. The Academy is operated by the Maritime Administration, which is part of the Department of Transportation (DOT). The Academy’s campus, in Kings Point, New York, consists of 82 acres on Long Island Sound, with 17 acres of outdoor athletic facilities and 45 buildings totaling almost 900,000 gross square feet. The Maritime Administration and the Academy face long-standing challenges improving the condition of the facilities and infrastructure on campus. The James M. Inhofe National Defense Authorization Act for Fiscal Year 2023 includes a provision for the U.S. Government Accountability Office (GAO) to review capital improvement efforts at the Academy. (Pub. L. No. 117-263, § 3516, 136 Stat. 2395, 3073 (2022)). This report examines progress addressing the Academy’s facility and infrastructure issues.]]></description>
      <pubDate>Thu, 15 Aug 2024 09:28:20 GMT</pubDate>
      <guid>https://trid.trb.org/View/2413953</guid>
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      <title>NOAA Mariner Recruitment and Retention: Actions Needed to Develop a Strategic Workforce Planning Process</title>
      <link>https://trid.trb.org/View/2401735</link>
      <description><![CDATA[National Oceanic and Atmospheric Administration (NOAA) mariners—which include the NOAA Commissioned Officer Corps (NOAA Corps) as well as civilian professional mariners (professional mariners)—operate the nation’s largest fleet of federal research and survey ships. This fleet of 15 ships, managed by the NOAA Office of Marine and Aviation Operations (OMAO), operates worldwide to conduct scientific missions such as nautical charting, fisheries research and surveys, and atmospheric research. In its 2021 to 2025 Strategic Plan, OMAO identified sustaining a high performing, healthy, and satisfied workforce as its top priority. Due to a global mariner shortage, actions are needed to improve mariner recruitment and retention, according to the Administrator of the U.S. Department of Transportation’s Maritime Administration—the federal agency responsible for promoting the U.S. merchant marine. The James M. Inhofe National Defense Authorization Act for Fiscal Year 2023 includes a provision for the Government Accountability Office (GAO) to examine issues related to recruitment and retention of NOAA mariners. This report provides information on the status of recruitment and retention of NOAA mariners, OMAO efforts to address factors that affect mariner recruitment and retention, the extent to which OMAO has implemented strategic workforce planning for its mariner workforce, and approaches for recruiting and retaining mariners that have been used by other maritime organizations.]]></description>
      <pubDate>Mon, 15 Jul 2024 09:05:00 GMT</pubDate>
      <guid>https://trid.trb.org/View/2401735</guid>
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      <title>Unconscious Bias Among Seafarers: A Review of the Theoretical Literature.</title>
      <link>https://trid.trb.org/View/2400081</link>
      <description><![CDATA[This systematic literature review explores the concept of unconscious bias within the maritime industry, focusing specifically on seafarers. Unconscious bias refers to implicit stereotypes and attitudes that influence decision-making processes without conscious awareness. In the context of seafaring, where diverse crews operate in confined spaces for extended periods, understanding and addressing unconscious bias becomes crucial for fostering inclusive and harmonious shipboard environments and mitigating gender bias. The review begins by examining theoretical frameworks related to unconscious bias, drawing from psychological, organizational behavior, and maritime literature. Various models, such as the Implicit Association Test (IAT) and social cognitive theories, are explored to provide a foundation for understanding how biases develop and manifest among seafaring populations. The maritime industry's unique characteristics, including hierarchical structures, cultural diversity, and isolation during voyages, are analyzed to identify specific factors that may contribute to the emergence of unconscious biases. Additionally, the review delves into studies addressing the impact of biases on decision-making, communication, and overall team dynamics within the maritime context. Furthermore, the review explores interventions and best practices proposed in the literature to mitigate unconscious bias among seafarers. Training programs, diversity initiatives, and cultural awareness campaigns are examined for their effectiveness in promoting a more inclusive and equitable maritime workplace. Based on this review, the authors conceptualize unconscious gender bias as a socio-technical problem and propose a theoretical framework that offers a combination of technological, organizational, and societal approaches as well as three main propositions to possibly mitigate the biased effects. Lastly, this paper considers future research on the management of unconscious gender bias in the organizational context.]]></description>
      <pubDate>Thu, 11 Jul 2024 13:52:38 GMT</pubDate>
      <guid>https://trid.trb.org/View/2400081</guid>
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      <title>Identifying Company Selection Criteria applied by Maritime Transportation Engineering Students for Career Planning</title>
      <link>https://trid.trb.org/View/2379762</link>
      <description><![CDATA[Increasing global trade volumes require more and more seafarers to be employed on ships. The reports by international organizations and institutions frequently indicate a shortage of onboard officers, as well as that this deficit will keep increasing gradually. Given all these international reports, businesses need to adopt strategies that will make seafaring more attractive to avoid future issues with the employment of competent seafarers. Such strategies would give them competitive advantage by attracting qualified officers to their ranks. This study aims to determine which criteria officers consider when choosing their future employers and the weight they attribute to individual criteria in making such decisions. The criteria were identified by brainstorming of study subjects (n=8) using the focus group method. The weight ratio of the criteria obtained through focus group and Delphi study results was calculated using the fuzzy AHP (FAHP) method (n=32), and the relevance of individual criteria for the selection decision determined. As a result of the research, 18 sub-criteria have been identified under the main criteria of "Operational factors", "Living conditions onboard", "Personal benefits" and "Personnel management policies" and their weight on the selection decision determined. The study contributed to the literature on identifying company selection criteria for officers. These criteria give businesses and international organizations a scientific perspective that will assist them in identifying new policies that will ensure the sustainability of the maritime profession and the employment of seafarers.]]></description>
      <pubDate>Fri, 17 May 2024 15:36:49 GMT</pubDate>
      <guid>https://trid.trb.org/View/2379762</guid>
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    <item>
      <title>Impacts of the Jones Act on U.S. Petroleum Markets</title>
      <link>https://trid.trb.org/View/2307301</link>
      <description><![CDATA[The authors study how the Jones Act — a 100-year-old U.S. regulation that constrains domestic waterborne shipping — affects U.S. markets for crude oil and petroleum products. The authors collect data on U.S. Gulf Coast and East Coast fuel prices, movements, and consumption, and they estimate domestic non-Jones shipping costs using freight rates for Gulf Coast exports. The authors then model counterfactual prices and product movements absent the Jones Act, allowing shippers to arbitrage price differences between the Gulf and East Coasts when they exceed transport costs. Eliminating the Jones Act would have reduced average East Coast gasoline, jet fuel, and diesel prices by $0.63, $0.80, and $0.82 per barrel, respectively, during 2018–2019, with the largest price decreases occurring in the Lower Atlantic. The Gulf Coast gasoline price would increase by $0.30 per barrel. U.S. consumers’ surplus would increase by $769 million per year, and producers’ surplus would decrease by $367 million per year.]]></description>
      <pubDate>Fri, 15 Dec 2023 08:50:37 GMT</pubDate>
      <guid>https://trid.trb.org/View/2307301</guid>
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    <item>
      <title>Merchant Mariner Credentialing: Coast Guard Performance Measures Could Better Address Mariners' Needs</title>
      <link>https://trid.trb.org/View/2220162</link>
      <description><![CDATA[Merchant mariners play a vital role supporting the U.S. maritime commerce industry which, according to industry estimates, generates nearly $5.4 trillion in economic activity annually. Merchant mariners also can support national defense efforts by providing ships and mariners to the U.S. military in times of national emergency or war. Merchant mariners are civilian employees who work on a variety of public and privately-owned U.S. registered merchant, towing, and passenger vessels. Vessel owners hire merchant mariners for a variety of positions, each with different levels of skill and qualification requirements, such as deck officers, engineers, medical personnel, or stewards (e.g., food services). Mariners must possess a merchant mariner credential that indicates the holder meets the qualifications necessary for the mariner’s position. The U.S. Coast Guard’s National Maritime Center, within the Department of Homeland Security, has responsibility for issuing credentials to qualified mariners. However, over the past several years, questions have been raised about the time it takes and the technology used to process credential applications. The James M. Inhofe National Defense Authorization Act, 2023, includes a provision for the Government Accountability Office (GAO) to evaluate how the National Maritime Center processes merchant mariner credentials. This report addresses the Coast Guard’s merchant mariner credentialing process, the volume and timeliness of processing applications, and how the Coast Guard measures the performance of its process.]]></description>
      <pubDate>Mon, 07 Aug 2023 17:28:12 GMT</pubDate>
      <guid>https://trid.trb.org/View/2220162</guid>
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    <item>
      <title>Reform of Navigational Education 1902 - 1905</title>
      <link>https://trid.trb.org/View/2119528</link>
      <description><![CDATA[The reform of nautical education in 1902 - 1905 is considered. The issue of introducing the titles of ship mechanics became relevant already in the 1880s, when the first Russian long-distance commercial steamers began to appear. At the end of the 19th century, preparatory work began to create a legislative framework for the mechanics of the merchant fleet and to organize their training in the Russian Empire. In 1902-1905. the ranks of maritime specialists - captains, navigators and ship mechanics of the merchant fleet were legally established, the procedure for obtaining these titles was determined, management bodies for domestic merchant shipping and maritime educational institutions were created. It was noted that with the creation of educational institutions for the training of ship mechanics, the domestic system of maritime education was completed. It is concluded that in Russia in 1902-1905. conditions were created for the training of specialists who ensured the navigation of merchant ships of any type, the economical operation of ship mechanical equipment.]]></description>
      <pubDate>Tue, 28 Mar 2023 17:23:29 GMT</pubDate>
      <guid>https://trid.trb.org/View/2119528</guid>
    </item>
    <item>
      <title>Historical Snapshot: The Evolution of Marine Safety During World War II</title>
      <link>https://trid.trb.org/View/2112909</link>
      <description><![CDATA[Historic calls for an organization fully and completely responsible for safety at sea came to the forefront during World War II, and the need for a more efficient, unified maritime regulatory agency that could modernize an antiquated marine safety program was recognized. Consisting of several formerly independent services—the Revenue Cutter, Lifesaving, and Lighthouse services—the Coast Guard was administratively placed under the Navy in November 1941. During the war, the Coast Guard protected merchant mariners, maintained light ships, marked minefields, placed torpedo nets, changed buoys, and conducted rescues. On land, the service patrolled beaches on horseback, keeping constant lookout for enemy forces and assisting merchant mariners in distress. The Coast Guard also oversaw construction, repairs, licensing, inspection, and training of the Merchant Marine. Many years later, the Coast Guard continues performing oversight to maintain the safety of the fleet and its crews.]]></description>
      <pubDate>Thu, 23 Feb 2023 09:31:11 GMT</pubDate>
      <guid>https://trid.trb.org/View/2112909</guid>
    </item>
    <item>
      <title>Turning followers into leaders: commercial shipping versus navy—a literature review</title>
      <link>https://trid.trb.org/View/1982958</link>
      <description><![CDATA[During a time of accelerated change and automation, leadership in the shipping industry emerges as a much-needed competence pertaining to the survival and safety of crew on board, as well as to the growth of shipping companies. Despite many years of leadership research, knowledge on how to develop and apply leadership skills in shipping remains limited, focusing on rather autocratic-oriented leadership styles, similar to those found traditionally in the armed forces. The present paper aims to analyze the key aspects of traditional leadership theories and of military leadership practices, and to further examine their applicability to the modern shipping industry. Towards this end, a systematic literature review in the area of leadership in the armed forces, with emphasis on the navy, and merchant shipping is conducted, whereby challenges and best practices are identified. The literature survey reveals that there are similarities in the role of hierarchy between the navy and merchant shipping. The navy promotes leadership behaviors that diverge from the traditional leader–follower model. Such practices can be useful in the context of commercial shipping in order to inspire leadership behaviors that promote and support the creation of self-efficient and emotionally engaged followers. Maritime Education and Training institutions could benefit from the findings of this research and enrich their curricula with educational material that will equip future leaders with the necessary skillset.]]></description>
      <pubDate>Mon, 29 Aug 2022 09:27:33 GMT</pubDate>
      <guid>https://trid.trb.org/View/1982958</guid>
    </item>
    <item>
      <title>MARAD’s Ability To Achieve Cost-Effective USMMA Contracts Is Compromised by Several Management Control Weaknesses</title>
      <link>https://trid.trb.org/View/1892215</link>
      <description><![CDATA[The United States Merchant Marine Academy (USMMA) is a Federal service academy operated by the Maritime Administration (MARAD). Its mission is to graduate exemplary leaders committed to serve the Nation’s security, marine transportation, and economic needs. In support of its mission, USMMA procures contracts for operational products and services that, for fiscal years 2015 through 2019, totaled an estimated $99.2 million. Prior reviews found weaknesses in MARAD’s acquisition controls and processes, such as noncompliance with Federal and departmental procurement requirements. Accordingly, The Office of Inspector General (OIG) initiated this audit with the following objective: to assess contract award and administration policies, procedures, and practices for MARAD’s USMMA acquisitions. OIG found that MARAD’s ability to achieve cost-effective USMMA contracts is compromised by several management control weaknesses. Specifically, its USMMA contract documentation is incomplete, which hinders the Agency’s decision making for new investments to support Academy missions. MARAD also could not demonstrate compliance with key procurement requirements, including those to help ensure fair and reasonable pricing, for 19 sample USMMA contracts totaling $45 million. Additionally, MARAD has gaps in its management of contracting officers and contracting officer representatives assigned to USMMA contracts, increasing the risk that unauthorized or improperly qualified individuals may execute, award, or manage these contracts. For example, a CO without the appropriate warrant authority awarded a $1.9 million USMMA contract, and CORs assigned to USMMA contracts totaling $18.2 million lacked proper certifications. Finally, frequent changes to Academy plans have impeded efficient execution of Capital Improvement Program (CIP) contracts—USMMA’s highest dollar contracts—as MARAD does not have a process to adequately assess how such changes impact the overall CIP portfolio. As a result, USMMA’s CIP project contracts have experienced inefficiencies, including increased costs and schedule delays. OIG estimates that MARAD’s lack of adequate controls to verify compliance with requirements has put $57.5 million in Federal funds at risk. OIG made 10 recommendations to strengthen MARAD’s acquisition practices for USMMA contracts. MARAD concurred with all 10 recommendations.]]></description>
      <pubDate>Mon, 22 Nov 2021 11:31:51 GMT</pubDate>
      <guid>https://trid.trb.org/View/1892215</guid>
    </item>
    <item>
      <title>MARAD Has Made Progress in Addressing NAPA Recommendations Related to Mission Focus, Program Alignment, and Ability To Meet Objectives</title>
      <link>https://trid.trb.org/View/1867284</link>
      <description><![CDATA[In response to a request from the Maritime Administration (MARAD), the National Academy of Public Administration (NAPA) reviewed MARAD’s core functions, including its role within the Department of Transportation and its contributions to the Nation. NAPA’s 2017 report included 27 recommendations to address weaknesses it identified in MARAD’s ability to articulate and meet its mission. The National Defense Authorization Act for Fiscal Year 2020 directed the Office of Inspector General (OIG) to audit MARAD’s actions to address 16 of NAPA’s 27 recommendations—related to the Agency’s program alignment, training mission, and other issues. Accordingly, the objective of this audit was to assess MARAD’s actions to address the 16 recommendations from NAPA’s 2017 report specified by Congress. MARAD took action on 15 of the 16 recommendations OIG reviewed. It completed 5 of 10 recommendations related to overarching issues impacting its effectiveness, and 2 of 6 recommendations that focused on its ability to provide adequate qualified merchant mariners to meet commercial and national security needs. Nine recommendations had not been completed at the time of the audit. MARAD partially completed eight and decided not to take action on the ninth— determining that the costs outweighed the benefits. Five recommendations were partially completed because they were dependent on coordination with MARAD’s stakeholders. The other three were partially completed for a variety of reasons, including MARAD’s need to finalize policies and procedures. MARAD has indicated that it plans to take action on all of the partially completed recommendations. However, the Agency lacks updated milestones for completion or an ongoing process for tracking implementation that will place it in a better position to fulfill its mission and meet the Nation’s commercial and security needs. OIG made two recommendations to facilitate MARAD’s further progress in addressing the NAPA recommendations. MARAD concurred with both recommendations and proposed appropriate actions and completion dates. Accordingly, OIG considers both recommendations as resolved but open pending completion of the planned actions.]]></description>
      <pubDate>Thu, 12 Aug 2021 16:57:01 GMT</pubDate>
      <guid>https://trid.trb.org/View/1867284</guid>
    </item>
    <item>
      <title>Assessment of Potential Negative Impact of the System of Factors on the Ship's Operational Condition During Transportation of Oversized and Heavy Cargoes</title>
      <link>https://trid.trb.org/View/1856809</link>
      <description><![CDATA[The potential risks to vessels and crew in merchant shipping stem from human error, vulnerability to environmental influences, failure of shipboard systems and equipment. In case of transportation of heavy and oversized cargo, the preceding list can be expanded to include potential hazards directly associated with the cargo. This study identified a system of potential negative events in the transportation of oversized and heavy cargo under the influence of multiple factors. Negative events are divided into two categories: those occurring during loading/unloading and those occurring during transportation. The consequences of these negative events for cargo and operational condition of the ship are also identified. Six basic options for the operational condition of the vessel in the transportation process of oversized and heavy cargo have been determined. The conceptual model of the combination of factors affecting the operational condition of the vessel during the transportation of oversized and heavy cargo is formulated, and the chain of formation of the probability of negative events during the transportation of oversized and heavy cargo is identified and mathematically described. A basic pattern of relationship between various negative events occurring during transportation of oversized and heavy cargoes and ship's operational conditions is established. The obtained results allow the probability of possible negative events and change of ship's condition due to such influences during the transportation of the cargo category concerned to be estimated in practice, taking into account the specifics of a particular port, vessel and shipping line.]]></description>
      <pubDate>Mon, 28 Jun 2021 09:51:05 GMT</pubDate>
      <guid>https://trid.trb.org/View/1856809</guid>
    </item>
    <item>
      <title>Ranking port state control detention remarks: professional Judgement and spatial overview</title>
      <link>https://trid.trb.org/View/1843604</link>
      <description><![CDATA[INTRODUCTION: The merchant marine fleet is under inspection by several parties to ensure maritime regulation compliance. International Maritime Organization mainly regulates the industry, and the most effective defender is indeed Port StateControl run by the regional memorandum of understandings. OBJECTIVE: This article aims to analyze all detention remarks of Paris Memoranda of Understanding (MOU) from 2013 to 2019 for EU15 countries (except Luxemburg and Austria) to guide marine industry on detainable Port State Control remarks and country risk profile. METHODS: The data of the detained vessels taken from the public website of Paris MOU and each report considered as a professional judgment that causes detention. Analytical Hierarchy Process Approach has been utilized to indicate the ranking of basic maritime regulations from the perspective of the Port State Control, and Geographic Information System (GIS) helps us to demonstrate the regional dispersion amongst EU15. RESULTS: Through an approach based on Analytical Hierarchy Process and demonstrating the results on GIS has been shown that almost all the country’s top priorities for regulation are Safety of Life at Sea (SOLAS) and Fire Safety Systems (FSS). Moreover, a comparative demonstration of the detention percentage of each regulation to AHP results demonstrates a better understanding of EU15 countries' detention profile. CONCLUSION: The results of the study can assist Port State Officers, ship crew, ship owners, and managers in presenting the facts of their inspection and able to improve themselves. The spatial analysis is also expected to guide ship owners and managers to focus their vessel’s deficiencies on preventing sub-standardization. Policymakers also utilize these reports to evaluate their inspection practices.]]></description>
      <pubDate>Thu, 22 Apr 2021 17:50:35 GMT</pubDate>
      <guid>https://trid.trb.org/View/1843604</guid>
    </item>
    <item>
      <title>U.S. Maritime Administration (MARAD) Shipping and Shipbuilding Support Programs</title>
      <link>https://trid.trb.org/View/1764255</link>
      <description><![CDATA[The U.S. Maritime Administration (MARAD) is one of the 11 operating administrations of the U.S. Department of Transportation (DOT). Its mission is to develop the merchant maritime industry of the United States. U.S. maritime policy, largely set out by the Merchant Marine Acts of 1920 and 1936 and with some roots in even older legislation, is codified in Subtitle V of Chapter 46 of the U.S. Code. As currently articulated, it is the policy of the United States to “encourage and aid the development and maintenance of a merchant marine” that MARAD helps to achieve by: (1) Serving as a naval and military auxiliary in time of war or national emergency; (2) Being owned and operated as vessels of the United States by citizens of the United States; (3) Using vessels constructed in the United States and manned with trained and efficient citizen personnel; and (4) Being supplemented by efficient facilities for building and repairing vessels. This document describes MARAD's shipbuilding assistance, operating assistance, and other support programs. Topics covered include the Maritime Guaranteed Loan Program, assistance to small shipyards, capital construction funds, the Maritime Security Fleet, the National Defense Reserve Fleet, Merchant Marine training, port infrastructure development grants, marine highways, ship disposal, and the nuclear ship Savannah.]]></description>
      <pubDate>Fri, 29 Jan 2021 16:26:54 GMT</pubDate>
      <guid>https://trid.trb.org/View/1764255</guid>
    </item>
    <item>
      <title>Offshore Wind Energy: Planned Projects May Lead to Construction of New Vessels in the U.S., but Industry Has Made Few Decisions amid Uncertainties</title>
      <link>https://trid.trb.org/View/1756269</link>
      <description><![CDATA[Offshore wind, a significant potential source of energy in the United States, requires a number of oceangoing vessels for installation and other tasks. Depending on the use, these vessels may need to comply with the Jones Act. Because Jones Act-compliant vessels are generally more expensive to build and operate than foreign-flag vessels, using such vessels may increase the costs of offshore wind projects. Building such vessels may also lead to some economic benefits for the maritime industry. A provision was included in statute for the U.S. Government Accountability Office (GAO) to review offshore wind vessels. This report examines (1) approaches to use of vessels that developers are considering for offshore wind, consistent with Jones Act requirements, and the extent to which such vessels exist, and (2) the challenges industry stakeholders have identified associated with constructing and using such vessels to support U.S. offshore wind, and the actions federal agencies have taken to address these challenges. GAO analyzed information on vessels that could support offshore wind, reviewed relevant laws and studies, and interviewed officials from federal agencies and industry stakeholders selected based on their involvement in ongoing projects and recommendations from others.]]></description>
      <pubDate>Tue, 29 Dec 2020 10:42:01 GMT</pubDate>
      <guid>https://trid.trb.org/View/1756269</guid>
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