An Insider’s Look at FPSOs

By Leslie Meredith

Editor’s note: When Natasha Frey’s Women in Breakbulk membership form landed in my inbox, I reached out for this interview because her work in floating production, storage and offloading vessels (FPSOs) represents a fascinating side of the industry many people never see and shows the incredible range of careers women are building across the industry. Frey currently serves as supply chain discipline manager - FPSO Logistics for SBM Offshore and is based in the Netherlands.

From Issue 2, 2026 of Breakbulk Magazine

LM: What drew you to this industry, and what has kept you in it?

NF: I was drawn to logistics because it sits at the intersection of strategy, operations, problem-solving and people. No two days are ever the same. Early in my career, I realized I enjoyed environments where decisions had a direct operational impact and where you could physically see the outcome of your work moving across the world.

What has kept me in the industry is the scale and complexity of it. In FPSO and offshore projects, logistics is not simply transportation — it becomes part of project execution itself. You are coordinating with engineering schedules, fabrication yards, customs regimes, marine operations, heavy transport, geopolitical risks and critical-path delivery all at once. I’ve worked across multiple regions and cultures, and that global aspect still excites me. There’s something incredibly rewarding about seeing a project come together after years of coordination and knowing the supply chain played a critical role in making it happen.

LM: SBM Offshore is one of the world’s leading FPSO specialists. For readers who may be less familiar with the sector, what does the logistics and supply chain work behind an FPSO project look like, and what makes it different from other large-scale offshore projects?

NF: FPSO logistics is one of the most complex forms of project logistics in the world because an FPSO is essentially a floating industrial city built across multiple countries simultaneously. You may have topsides fabricated in Asia, mooring systems manufactured in Europe, subsea equipment sourced globally and integration happening in another region entirely, all while supporting offshore installation schedules with zero margin for delay.

Unlike traditional industrial projects, FPSO execution combines EPC complexity with marine logistics, offshore operations and highly specialized heavy transport requirements. Cargo sizes are extreme, interfaces are numerous, and many deliveries are directly tied to offshore installation windows that cannot easily move. The challenge is not only moving cargo, it is synchronizing engineering maturity, procurement, fabrication, vessel schedules, customs compliance, local content requirements and construction priorities into one coordinated execution strategy. That is what makes FPSO logistics so unique: logistics becomes a core project discipline rather than a support function.

LM: FPSOs are increasingly central to LNG development, particularly as Europe works to diversify its energy supply. What is the logistics and supply chain picture for FPSO-linked LNG projects right now, and where do you see the growth?

NF: We are seeing increasing pressure on global supply chains driven by energy security, regional diversification and accelerated offshore developments. LNG-linked offshore projects are growing in importance because countries want faster and more flexible production solutions.

From a logistics perspective, the market is becoming more challenging. We are dealing with constrained heavy-lift capacity, geopolitical disruptions, port congestion in certain regions, long lead equipment, and increasing local content requirements, all while projects are expected to execute faster.

I see major growth continuing in South America, particularly Guyana and Brazil, alongside West Africa and parts of Asia. At the same time, supply chains are becoming more regionalized as companies try to reduce dependency on single sourcing locations. The biggest shift, however, is digital visibility and data-driven execution. The companies that succeed in the next phase of FPSO growth will be the ones that can integrate engineering, procurement and logistics data in real time rather than operating in disconnected silos.

LM: Heavy transport, installation and marine logistics at this scale involves an enormous number of moving parts and contractors. What do you most value in supply chain partners?

NF: Transparency and accountability. In complex offshore projects, issues will happen, such as weather disruptions, manufacturing delays, port congestion and customs complications. That is reality. What matters is how partners respond when challenges arise. The best supply chain partners are proactive, solutions-oriented and operationally transparent. They communicate early, escalate risks before they become critical and understand that collaboration matters more than protecting individual KPIs.

I also value partners who truly understand project execution, not just freight forwarding. In EPC environments, logistics decisions directly impact construction schedules and offshore readiness. The strongest partners understand the wider project context and act as an extension of the project team.

LM: What is the single biggest operational challenge facing FPSO logistics right now and what would solving it require?

NF: One of the biggest challenges is fragmentation of information across the supply chain. Many projects still operate with disconnected systems, manual processes and inconsistent data ownership across procurement, expediting, logistics and suppliers. That creates reactive execution instead of proactive execution.

The industry has become extremely advanced technically, but operational visibility across the supply chain still lags behind in many areas. Solving this requires more than technology alone. It requires process discipline, data governance and alignment between all stakeholders on how information flows across the project lifecycle. The future is not just digitization, it is connected execution.

LM: What is the accomplishment in your career you are most proud of, and what did it take to pull it off?

NF: I’m most proud of the progression I’ve achieved by continuously stepping into more complex environments and proving myself through execution. Moving from the service provider side into the EPC and FPSO world was a major transition because it requires a completely different level of project integration, stakeholder management and operational ownership. Being able to grow into leadership roles within that environment is something I’m very proud of.

What it took was resilience, adaptability and a willingness to continuously learn. Offshore project logistics can be intense: long hours, high pressure, global stakeholders and constant problem-solving. You have to stay calm under pressure and earn credibility through consistency. I’ve also learned that leadership is not about having the loudest voice in the room. It is about creating clarity, building trust and enabling teams to perform under difficult conditions.

LM: Women remain underrepresented in offshore project execution at senior levels. You’ve worked across three continents in a field that is still male-dominated. What has your experience been, and what would you tell a younger woman considering this path?

NF: The industry is changing, but offshore logistics and project execution are traditionally male environments, particularly at senior operational levels. Early in my career, I often felt I had to prove my technical credibility faster and more consistently than some of my peers. Over time, I learned that confidence comes from competence. When you understand your business, deliver results and communicate clearly, people respect that.

I would tell younger women not to underestimate themselves or wait until they feel “fully ready” before stepping into bigger opportunities. Some of the best growth happens when you take on challenges slightly outside your comfort zone. I would also encourage them to develop both technical expertise and communication skills. In logistics leadership, your ability to align people, influence decisions and navigate complexity is just as important as operational knowledge. There is absolutely space for women in this industry, and the industry benefits from having more diverse leadership perspectives.

LM: Where do you see FPSO logistics in five years in terms of technology adoption, project scale, regional demand and the skills the next generation of logistics managers will need?

NF: I believe FPSO logistics will become far more data-driven, integrated and predictive over the next five years. We will see greater use of real-time tracking, AI-supported planning, digital twins, automated reporting and integrated supply chain platforms that connect procurement, engineering, logistics and construction into a single execution ecosystem. Projects will also continue increasing in scale and complexity, particularly in emerging offshore regions.

At the same time, clients will demand faster execution, stronger ESG performance, more local content integration and greater cost control. The next generation of logistics managers will need a very different skillset than before. Operational experience will still matter, but data literacy, stakeholder management, commercial awareness and digital adoption will become equally critical. The logistics leaders of the future will not just move cargo. They will manage risk, drive visibility, influence strategy and connect entire project ecosystems together.

Breakbulk Europe's Women in Breakbulk networking breakfast is happening on Tuesday, June 16 at Rotterdam Ahoy, third floor Port 1, from 9:00am to 11.00am.

Top photo: Natasha Frey

Second: ExxonMobil Guyana in 2026 purchased SBM Offshore’s FPSO ONE GUYANA for US$2.32 billion.