Any innovation we pursue in shipbuilding today will require digital data to be available in a usable form to feed the technologies we rely on. Artificial intelligence (AI) is no exception. It is rightly seen as one of the most promising tools of our time, but, as with many transformative technologies, there is often a gap between excitement and reality. In the short term, we may overestimate what AI can deliver, while underestimating its long-term influence on how our industry operates.
The truth is, shipbuilding is one of the most complex, data-rich environments in the world. Every vessel involves thousands of parts, intricate systems, and tightly coordinated workflows. Yet, much of the information generated during design, construction, and operation remains scattered — locked away in spreadsheets, databases, or disconnected tools. For AI to deliver meaningful value, that data must be structured, connected, and scalable. This is not just a technical hurdle; it requires a cultural shift across shipyards to treat data as a true strategic asset.
AI Hype and Reality
It’s tempting to imagine AI as a solution that will “solve” shipbuilding’s challenges overnight. But the reality is more nuanced. AI is most effective in areas where data is already structured, consistent, and available at scale.
Planning and scheduling are prime examples. These functions naturally generate structured data, making them ideal testbeds for AI. With the right foundation, AI can optimize sequencing, anticipate bottlenecks, and help decision-makers act faster and more confidently.
Maintenance, repair, and operations (MRO) processes are another area where the payoff is clear. AI models trained on vessel imagery can detect corrosion, cracking, or wear— issues that human inspectors might not identify until much later. Similar technologies have already transformed industries like healthcare. In shipbuilding, the result is safer vessels, faster diagnostics, fewer surprises, and measurable returns.
But AI is not just a matter of efficiency. Introducing it into shipyards also requires a shift in trust and culture. How do teams balance human judgment with machine recommendations? How much confidence should we place in AI’s predictions? These are questions every shipyard will need to answer as AI becomes more embedded in decision-making.
The conversation is not about whether AI will change shipbuilding, but about how prepared we are for the way it will redefine processes, roles, and relationships.
Long-Term Potential
Beyond today’s applications, the long-term possibilities of AI are even more intriguing. AI can support both the creative and technical aspects of ship design, from generative approaches to detailed production planning. The efficiencies and opportunities it uncovers could fundamentally reshape how vessels are conceived and built.
Perhaps one of the most overlooked areas is the relationship between shipyards and classification societies. What happens when AI begins assisting with design validation or compliance checking? Who takes responsibility when an AI-generated model meets, or challenges, the interpretation of rules? These are technical hurdles, yes, but they also represent shifts in collaboration, governance, and trust that the industry must prepare for. The conversation is not about whether AI will change shipbuilding, but about how prepared we are for the way it will redefine processes, roles, and relationships.
Data as a Strategic Asset
AI may be the headline, but the real story is about data. Without a foundation of connected, high-quality data, AI cannot scale or deliver lasting impact. Shipyards that continue to treat data as a byproduct will struggle to realize AI’s potential. Those that see it as an asset, and something to be federated, protected, and shared, will be positioned to lead.
This also means capturing institutional knowledge. Shipbuilding decisions made decades ago still influence how vessels are maintained and operated today. Unless we preserve and structure that information, we risk losing critical insights that AI could otherwise amplify.
At SSI, we focus on enabling the data foundation that makes AI not just possible, but practical. Our role is not to chase hype, but to ensure shipyards have the systems, connections, and mindset needed to take advantage of AI-generated technologies — both now and in the decades ahead.
Looking Ahead
In the next 12 months, we can expect AI to deliver measurable progress in areas like planning, scheduling, and MRO. But these early wins are only the beginning. The real transformation will depend on whether shipyards invest today in the culture, processes, and infrastructure that allow data to flow intelligently across their organizations.
AI is not a replacement for the expertise of naval architects, engineers, or production teams. It is a tool to amplify that expertise, accelerate learning, and create a stronger foundation for innovation. The shipyards that succeed will be those that see data not as an afterthought, but as the fuel for the next era of shipbuilding.
The question is not whether AI will shape the future of our industry. The question is: are we ready to shape how it is used?