It has been a while since the last proper update, and the past four months have brought several important developments to the operation, including the completion of the T2 carrier project, further sales from the second super batch of freighters and industrial ships, and a significant change in the direction of manufacturing activities. Not everything went according to plan, particularly on the capital ship side, where market conditions deteriorated considerably, but these developments have also created an opportunity to reconsider how production capacity and available capital should be allocated.
The Numbers
Here is a brief overview of the activity between July and October 2026:
Total sales reached approximately 56.87 billion ISK during these four months, against 17.87 billion in recorded expenses, although these figures should be considered alongside inventory movements and the timing of production costs, as a significant portion of the revenue came from selling ships manufactured during previous periods. July and October were the strongest months, mainly due to sales from the previous 30-ship super batch and the high prices achieved by the T2 carrier project, while September was particularly disappointing, with only 81 T2 modules sold. Despite the activity and the volume of sales, net worth has not changed significantly and remains around 121 billion ISK.
T2 Carriers: Project Completed
Regarding the T2 carriers, the decision was eventually made to proceed with the project, which was subsequently started and successfully completed, with one of the Salvation carriers sold for 7.5 billion ISK. This was an important milestone because it represented the execution of a project that had previously been under consideration.
The Super Batch: 17 Ships Sold, Then a Market Collapse
The second super batch of 30 freighters and industrial ships generated 17 sales during this period, but the market deteriorated badly as prices dropped and margins became increasingly unattractive, eventually reaching a point where continuing production no longer made economic sense. I have not managed to sell a single ship for approximately a month now. Consequently, all capital ship manufacturing activities are currently dormant, and I am concentrating on monitoring the market while waiting for demand to recover, possibly through an upcoming war or other major market developments that could stimulate ship consumption.
November: A New Focus on T2 Mass Production
November will be dedicated primarily to T2 manufacturing, with an initial target of selling at least 4,000 modules during the month. Achieving this objective requires more than activating manufacturing slots, as the entire production cycle needs to be organized around a reliable supply of advanced components, sufficient invention output and a sales strategy. I have therefore started preparing a more structured production operation using a rigged engineering structure for faster advanced component manufacturing, which should help establish a consistent flow of materials into the T2 manufacturing stage.
The 3+4 Production Rotation
The production model I intend to implement is based on a weekly rotation of three days dedicated to advanced component manufacturing followed by four days of T2 module production, allowing each character to focus on a specific item rather than constantly switching between different activities. With 10 manufacturing slots per character and 11 runs per BPC, each character theoretically produce 440 modules per week, which would translate into a maximum theoretical output of 10,560 modules over four weeks with six fully trained characters. This figure is not achievable with the current character skills, as several characters on the second account still require considerable training, but it provides an indication of the potential capacity once the operation is fully established. For the time being, I consider 4,000 modules a much more realistic target, and each character will gradually specialize in one category of modules to simplify job management.
Invention: Rebuilding the BPC Library
On the invention side, I carried out an audit of my T2 blueprint library and prepared a plan to complete the missing BPCs, which will involve consuming approximately 160 BPCs each month with ME 4, TE 14 and 11 runs. The main limitation is time required to manage the jobs, since I can realistically launch only one BPC per slot every 24 hours. Some invention jobs take less than 12 hours, meaning that a second cycle could theoretically be launched on the same day, but taking advantage of that would require managing the jobs during working hours, which is not possible, I therefore prefer to build the plan around a realistic daily routine.
Reactions: From Capital Support to Market-Oriented Production
Reaction capacity has now reached approximately 50 slots, giving me considerably more flexibility when selecting manufacturing plans, and I also have sufficient composite material in stock to restart capital ship production whenever market conditions become attractive. However, the purpose of the reaction operation is changing, it is rather to react materials for direct market sales. I will deliberately avoid excessive diversification, as two complete composite reaction chains should be sufficient to maintain a productive operation.
A New High-Sec Manufacturing Base
I also relocated my high-sec manufacturing operation to a new system in order to benefit from a lower industry cost index, since the previous system had reached 2.6%, making it increasingly unattractive. The new system initially offered a much better index of 0.14%, although this advantage did not last long, as the figure increased to 0.9% within only three days of manufacturing. This was a useful reminder that choosing a low-index manufacturing system does not guarantee a permanent cost advantage.
A New Industry Tool: EVE Blueprint
Following the disappearance of EVEForge.org, I started using another industry planning tool, EVE Blueprint, which has good potential and provides a straightforward overview of expected manufacturing profitability. Compared with Ravworks, its main limitation is the lack of a detailed breakdown showing the number of jobs and the required runs for each individual job, but I find its direct approach particularly useful because it presents total costs and expected profits without overwhelming the user with unnecessary information. It also provides a clear overview of what should be built or manufactured, highlights the more profitable choice and includes a complete PI section for profitability calculations.
Markets: Expanding into Jita
With the expected increase in T2 module production, I do not expect Amarr market to absorb the additional volume efficiently. I will therefore start distributing the products between Amarr and Jita, with approximately 30–40% of sales allocated to Amarr and the remaining 60–70% directed towards Jita, which should provide access to a much larger market. This will also require some adjustments to the logistics and sales management, but diversifying the selling locations is a necessary step if I want to increase production without creating another inventory bottleneck.
Looking Ahead
The past four months have been a period of transition, with the T2 carrier project successfully completed, 17 ships sold from the second super batch, and capital manufacturing eventually brought to a halt because the market no longer offered sufficient margins. Although the remaining ships represent a considerable amount of invested capital, I am not in a hurry to sell them at unattractive prices, especially since the composite materials and production infrastructure are still available if conditions improve. In the meantime, the priority is to build a more consistent T2 manufacturing operation, complete the missing BPC inventory, continue training the second account, establish the 3+4 production rotation and expand sales into Jita while keeping the reaction business focused on a limited number of profitable chains.
The main objective for November is to reach 4,000 T2 modules sold, but the broader goal is to establish a production system that can operate at scale without requiring constant attention or unnecessary diversification. The experience with capital ships has once again demonstrated that having the capacity to manufacture something does not necessarily mean that manufacturing it is the right decision, and I would rather keep production aligned with actual market demand than continue expanding output simply because the slots and infrastructure are available.
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