<div class="phx-topic abstract-wrapper">TAIWAN TO CUT TARIFFS ON 61 PERCENT OF ITS IMPORTSTAIPEI, Taiwan - Taiwan's Parliament Frida</div>

TAIWAN TO CUT TARIFFS ON 61 PERCENT OF ITS IMPORTSTAIPEI, Taiwan - Taiwan's Parliament Frida

<div>TAIWAN TO CUT TARIFFSON 61 PERCENT OF ITS IMPORTSTAIPEI, Taiwan - Taiwan's Parliament Friday approved the slashing of tariffs on more than 61 percent of its imports by an average of 23 percent to help boost the island's imports and reduce its huge trade surplus.A parliamentary statement said the cuts covered 4,739 items, or 60.7 percent of Taiwan'stotal imports, and were the broadest-ever tariff reduction.They affect agricultural and industrial materials, semifinished and finished products and a wide array of consumer products including electrical appliances.The cuts will go into effect in the next few days, the statement said.In 1988 Taiwan cut...

TAIWAN TO CUT TARIFFS ON 61 PERCENT OF ITS IMPORTSTAIPEI, Taiwan - Taiwan's Parliament Friday approved the slashing of tariffs on more than 61 percent of its imports by an average of 23 percent to help boost the island's imports and reduce its huge trade surplus. A parliamentary statement said the cuts covered 4,739 items, or 60.7 percent of Taiwan'stotal imports, and were the broadest-ever tariff reduction. They affect agricultural and industrial materials, semifinished and finished products and a wide array of consumer products including electrical appliances. The cuts will go into effect in the next few days, the statement said. In 1988 Taiwan cut tariffs on 3,798 items. Rates on 378 more items were reduced marginally in May for one year. ATLANTA SETS MISSION ON CARIBBEAN TRADE ATLANTA - Mayor Andrew Young of Atlanta is leading a delegation of African-American business owners on a trade and investment mission to Trinidad and Tobago, Jamaica and Barbados. The July 16-23 mission is sponsored by the Atlanta Business League, which has represented the African-American business community in Atlanta since 1933. With more than 500 members, it is the largest chapter of the National Business League. "This mission sends the right message to black business owners," that small minority-owned businesses also can participate in international trade, said Alice Bussey, chairman of the Atlanta Business League's Caribbean Basin Task Force. BRITISH COMPANY WINS NJ CASINO LICENSE LAWRENCE TOWNSHIP, N.J. - A British company that owns about 10 percent of a casino's parent company received casino licensing from the New Jersey Casino Control Commission. Bass PLC of London owns more than 200 Holiday Inns around the world, including 13 in the United States. Bass also owns and operates 13 breweries in the United Kingdom, thousands of pubs and more than 90 hotels in Europe. UK: CHINA WILL ABIDE BY HONG KONG ACCORD LONDON - Foreign Secretary Sir Geoffrey Howe expressed confidence that Beijing will adhere to an accord preserving Hong Kong's capitalist system for 50 years after Britain hands the colony back to China in 1997. "Never in our history has the government of China, whatever the domestic agony, gone back on international treaties," Sir Geoffrey said last week during a parliamentary debate on Hong Kong. "There is no reason to think they will on this one." But Sir Geoffrey said he would be sounding out other countries on how best to respond should "the worst come to the worst." Reiterating that Britain could not provide a haven for 3.25 million British passport holders in Hong Kong, Sir Geoffrey said the idea of such an influx was "impossible to contemplate." 12.3 PERCENT OF NJ EMPLOYEES WORK FOR FOREIGN FIRMS TRENTON, N.J. - New Jersey has the nation's highest percentage of employees working for foreign-owned manufacturing firms, the state Commerce Department reported. A total of 12.3 percent of the state's manufacturing employees work for foreign-owned businesses, officials said. Tennessee is second in the nation with 9.8 percent of its employees working for foreign-owned companies. The report, based on 1986 figures, also shows New Jersey ranks sixth in the nation in foreign investment, with more than 1,100 firms investing a total of $10.6 billion in the state.

Maritime

INTERNATIONAL BRIEFS

<div class="phx-topic abstract-wrapper">US drayage truckers say costs and competition have been on the rise since the pandemic, while at the same time their pricing power is under downward pressure. </div>

US drayage truckers say costs and competition have been on the rise since the pandemic, while at the same time their pricing power is under downward pressure.

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<div class="phx-topic">Drayage providers across the US say their survival is under increasing threat amid rising cost pressures driven by new competition, including technology-enabled platforms. To stay in business, operators are more often turning to mergers or acquisitions to bolster their companies in a bid to hold off competitors, market players told the Journal of Commerce. Drayage truckers say their costs have been rising since COVID-19, while at the same time their pricing power is under downward pressure. “We are in a situation where new entrants, brokers and AI [artificial intelligence] are in competition with us,” said Matt Schrap, CEO of the West Coast-based Harbor Trucking Association (HTA). “The lowest price wins.” Ken Kellaway, cofounder, chairman and president of RoadOne IntermodaLogistics, which has drayage operations across the country, said a price difference of as little as $50 among competitors will win the business. “The cost pressures are the largest I have seen in my career,” Kellaway said. Last week’s announcement <a href="https://www.ajot.com/insights/full/ai-gsc-shutdown-shocks-port-of-oakland-maritime-community">by Oakland-based drayage provider GSC that it was shutting down its operations</a> has traditional operators wondering who is next. “It’s surprising that others haven’t fallen yet,” said Robert Loya, chief operating officer at TGS Logistics. <h3>Technology threat </h3>Traditional drayage companies in Los Angeles and Long Beach, many of whom have been operating for decades in the largest US port complex, are seeing market share erode as their contract-based customers seek lower prices from brokers, some of who use tech-enabled platforms that allow freight interests to book freight directly with their competitors, Schrap said. RoadOne, based in the Northeast, sees the technology marketplace as the latest threat because it allows brokers to increase market share without investing in trucks, facilities or equipment. “Technology platforms position themselves as tech providers, but they’re really just brokers,” he said. “They’re taking market share as fast as they can. This is not sustainable (for traditional drayage providers).” But Michael Kroul, CEO of the truck broker KTI, said technology platforms are useful in that they help brokers see where the pricing market is in each region and where the freight opportunities are. He emphasized, though, that most brokers do not use the platforms as a tool to force rates lower at the expense of traditional drayage operators. “It’s not brokers who are causing rates to go down,” he said. “We’re not the lowest rate out there.” Kroul said the pricing pressure is due to the excess capacity that came into the drayage market during the post- COVID boom times when cargo volumes surged. “Everyone came into the market with COVID and many of them did not leave,” he said. Because drayage capacity exceeds demand, prices continue to trend lower while operating costs over the past three years have risen. “We see what costs operators are operating at, and it’s a tragedy,” Kroul said. Operating costs in California are rising faster than in many regions due to environmental rules that require the use of cleaner fuels, with the <a href="https://www.joc.com/article/new-clean-truck-rule-puts-california-dray-capacity-on-chopping-block-5221564">ultimate goal being to phase out the sale of diesel trucks by 2035</a>. New truck sales by then must be zero-emission heavy-duty trucks. Drayage operators are also affected by <a href="https://www.joc.com/article/la-lb-port-interests-spar-with-agency-over-emissions-rule-under-development-5223229">“indirect source rules”</a> under which drayage operators serving the ports and warehouses must contribute to overall reductions in emissions at those locations. “California’s drayage truckers continue to be subject to the most stringent environmental rules of any state in the country,” the California Trucking Association said in a statement. “A prolonged, challenging rate downturn combined with a crushing, unpredictable regulatory environment is endangering our members’ ability to keep cargo flowing at some of the nation’s largest and most important port complexes.” <h3>Smaller companies in danger </h3>In today’s drayage environment, both in California and nationally, smaller drayage companies are being bought out by operators with “larger bankrolls,” TGS Logistics’ Loya said. “The bigger ones are going to get bigger and the smaller ones are going to go away,” he said. “Those companies with fewer than 50 trucks are struggling.” Kellaway said brutal price competition in the industry is the root problem in drayage, and, unfortunately, bankruptcies may be the result. “If bankruptcies accelerate, then maybe customers will start to take note,” he said. Added HTA’s Schrap: “This race to the [pricing] bottom has to end.” Contact Bill Mongelluzzo at <a href="mailto:bill.mongelluzzo@spglobal.com">bill.mongelluzzo@spglobal.com</a>. </div>

Drayage providers across the US say their survival is under increasing threat amid rising cost pressures driven by new competition, including technology-enabled platforms. To stay in business, operators are more often turning to mergers or acquisitions to bolster their companies in a bid to hold off competitors, market players told the Journal of Commerce. Drayage truckers say their costs have been rising since COVID-19, while at the same time their pricing power is under downward pressure. “We are in a situation where new entrants, brokers and AI [artificial intelligence] are in competition with us,” said Matt Schrap, CEO of the West Coast-based Harbor Trucking Association (HTA). “The lowest price wins.” Ken Kellaway, cofounder, chairman and president of RoadOne IntermodaLogistics, which has drayage operations across the country, said a price difference of as little as $50 among competitors will win the business. “The cost pressures are the largest I have seen in my career,” Kellaway said. Last week’s announcement by Oakland-based drayage provider GSC that it was shutting down its operations has traditional operators wondering who is next. “It’s surprising that others haven’t fallen yet,” said Robert Loya, chief operating officer at TGS Logistics. Technology threat Traditional drayage companies in Los Angeles and Long Beach, many of whom have been operating for decades in the largest US port complex, are seeing market share erode as their contract-based customers seek lower prices from brokers, some of who use tech-enabled platforms that allow freight interests to book freight directly with their competitors, Schrap said. RoadOne, based in the Northeast, sees the technology marketplace as the latest threat because it allows brokers to increase market share without investing in trucks, facilities or equipment. “Technology platforms position themselves as tech providers, but they’re really just brokers,” he said. “They’re taking market share as fast as they can. This is not sustainable (for traditional drayage providers).” But Michael Kroul, CEO of the truck broker KTI, said technology platforms are useful in that they help brokers see where the pricing market is in each region and where the freight opportunities are. He emphasized, though, that most brokers do not use the platforms as a tool to force rates lower at the expense of traditional drayage operators. “It’s not brokers who are causing rates to go down,” he said. “We’re not the lowest rate out there.” Kroul said the pricing pressure is due to the excess capacity that came into the drayage market during the post- COVID boom times when cargo volumes surged. “Everyone came into the market with COVID and many of them did not leave,” he said. Because drayage capacity exceeds demand, prices continue to trend lower while operating costs over the past three years have risen. “We see what costs operators are operating at, and it’s a tragedy,” Kroul said. Operating costs in California are rising faster than in many regions due to environmental rules that require the use of cleaner fuels, with the ultimate goal being to phase out the sale of diesel trucks by 2035 . New truck sales by then must be zero-emission heavy-duty trucks. Drayage operators are also affected by “indirect source rules” under which drayage operators serving the ports and warehouses must contribute to overall reductions in emissions at those locations. “California’s drayage truckers continue to be subject to the most stringent environmental rules of any state in the country,” the California Trucking Association said in a statement. “A prolonged, challenging rate downturn combined with a crushing, unpredictable regulatory environment is endangering our members’ ability to keep cargo flowing at some of the nation’s largest and most important port complexes.” Smaller companies in danger In today’s drayage environment, both in California and nationally, smaller drayage companies are being bought out by operators with “larger bankrolls,” TGS Logistics’ Loya said. “The bigger ones are going to get bigger and the smaller ones are going to go away,” he said. “Those companies with fewer than 50 trucks are struggling.” Kellaway said brutal price competition in the industry is the root problem in drayage, and, unfortunately, bankruptcies may be the result. “If bankruptcies accelerate, then maybe customers will start to take note,” he said. Added HTA’s Schrap: “This race to the [pricing] bottom has to end.” Contact Bill Mongelluzzo at bill.mongelluzzo@spglobal.com .

Surface

Trucking News

Drayage

Port News

Drayage stakeholders say industry under threat from falling rates, increased costs

<div class="phx-topic abstract-wrapper">The decision cuts against what Schneider announced when it acquired Cowan last November, that Cowan’s brand would be retained and the company would operate as a wholly owned subsidiary.</div>

The decision cuts against what Schneider announced when it acquired Cowan last November, that Cowan’s brand would be retained and the company would operate as a wholly owned subsidiary.

<div class="phx-topic">Schneider National is dissolving the brokerage division of Cowan Systems, a company it <a href="https://www.joc.com/article/schneider-bolsters-us-east-coast-business-by-acquiring-cowan-systems-5824223">acquired for $390 million last November</a> to expand its dedicated truckload division. Employees of Cowan Logistics, the acquired company’s brokerage unit, were informed on Tuesday at an internal meeting that Cowan would be rebranded from Oct. 1. The decision cuts against what Schneider announced at the time of the acquisition, when it indicated that Cowan’s brand would be retained and that the company would operate as a wholly owned subsidiary. “As part of our ongoing efforts to strengthen and streamline our brokerage operations, Cowan Logistics will be fully integrated into Schneider Brokerage effective Oct. 1, 2025,” a spokesperson for Wisconsin-based Schneider told the Journal of Commerce. The spokesperson said the move allows Schneider to “unify our capabilities under a single brand, expand our service offerings, and better support our customers and carrier partners.” The change is specific to the brokerage division and will not affect Cowan Systems’ trucking operations, which will continue to operate independently. A company email to employees explaining the consolidation that was viewed by the Journal of Commerce said, “it became clear there were numerous opportunities to the business and [employees] to expedite growth by combining both groups and rebranding Cowan Logistics to Schneider Brokerage.” <h3>Fate of employees unclear </h3>The absorption of Cowan’s brokerage division into Schneider’s comes amid a prolonged period of intense competition among brokers as they vie for truckload freight in a market constrained by muted demand. It’s not immediately clear how many of Cowan’s brokerage employees Schneider plans to retain. A Cowan source who did not want to be identified told the Journal of Commerce Schneider “is basically retaining key employees, trucks (and) key accounts of Cowan’s.” The source said Schneider’s intent is to eliminate redundancies within its own brokerage division, and that its employees were instructed to push off discussions with customers about the dissolution of the Cowan Logistics brand until closer to October. At the time of the acquisition, the 100-year-old, Baltimore-based Cowan provided logistics, trucking, shipping and warehousing services, with a fleet of more than 1,800 trucks and around 7,500 trailers. Schneider will take over Cowan’s motor carrier (MC) number and standard carrier alpha code (SCAC), along with any of Cowan’s retained employees, clients and contracts. Until the rebranding is complete, Cowan’s leadership will largely remain in place but will report to Ben Schuchart, senior vice president of Schneider Transportation Management, and Jim Nicholson, vice president of brokerage operations for Schneider, according to the company email. Schneider is due to release its second quarter earnings July 31. Contact Clarissa Hawes at <a href="mailto:clarissahawes@gmail.com">clarissahawes@gmail.com</a>. </div>

Schneider National is dissolving the brokerage division of Cowan Systems, a company it acquired for $390 million last November to expand its dedicated truckload division. Employees of Cowan Logistics, the acquired company’s brokerage unit, were informed on Tuesday at an internal meeting that Cowan would be rebranded from Oct. 1. The decision cuts against what Schneider announced at the time of the acquisition, when it indicated that Cowan’s brand would be retained and that the company would operate as a wholly owned subsidiary. “As part of our ongoing efforts to strengthen and streamline our brokerage operations, Cowan Logistics will be fully integrated into Schneider Brokerage effective Oct. 1, 2025,” a spokesperson for Wisconsin-based Schneider told the Journal of Commerce. The spokesperson said the move allows Schneider to “unify our capabilities under a single brand, expand our service offerings, and better support our customers and carrier partners.” The change is specific to the brokerage division and will not affect Cowan Systems’ trucking operations, which will continue to operate independently. A company email to employees explaining the consolidation that was viewed by the Journal of Commerce said, “it became clear there were numerous opportunities to the business and [employees] to expedite growth by combining both groups and rebranding Cowan Logistics to Schneider Brokerage.” Fate of employees unclear The absorption of Cowan’s brokerage division into Schneider’s comes amid a prolonged period of intense competition among brokers as they vie for truckload freight in a market constrained by muted demand. It’s not immediately clear how many of Cowan’s brokerage employees Schneider plans to retain. A Cowan source who did not want to be identified told the Journal of Commerce Schneider “is basically retaining key employees, trucks (and) key accounts of Cowan’s.” The source said Schneider’s intent is to eliminate redundancies within its own brokerage division, and that its employees were instructed to push off discussions with customers about the dissolution of the Cowan Logistics brand until closer to October. At the time of the acquisition, the 100-year-old, Baltimore-based Cowan provided logistics, trucking, shipping and warehousing services, with a fleet of more than 1,800 trucks and around 7,500 trailers. Schneider will take over Cowan’s motor carrier (MC) number and standard carrier alpha code (SCAC), along with any of Cowan’s retained employees, clients and contracts. Until the rebranding is complete, Cowan’s leadership will largely remain in place but will report to Ben Schuchart, senior vice president of Schneider Transportation Management, and Jim Nicholson, vice president of brokerage operations for Schneider, according to the company email. Schneider is due to release its second quarter earnings July 31. Contact Clarissa Hawes at clarissahawes@gmail.com .

Schneider National to ‘dissolve’ Cowan brokerage arm Oct. 1 in rebranding move

<div class="phx-topic abstract-wrapper">Bigger carriers have more services and transshipment hubs and are generally able to offer more efficient connecting services, although there is still room to prosper for small and midsize carriers, writes Jeremy Masters.</div>

Bigger carriers have more services and transshipment hubs and are generally able to offer more efficient connecting services, although there is still room to prosper for small and midsize carriers, writes Jeremy Masters.

<div class="phx-topic">Cross-trades served by transshipment can be of varying sizes and often feature transshipment between two deep-sea services. Some will always remain small, but others linking fast-growing developing economies with each other (or mature markets) will reach a point at which direct services become viable. This is an important opportunity for carriers, transshipment hubs and end ports to be at the ground floor of high-charged growth. <div class="wrapper-narrow float-right-element"><img src="/images/phoenix/6045854_0.1.jpg"></img></div>The following cross-trades and key lanes were selected to look at how carriers serve these emerging trades in both directions using their online schedules: US Gulf to South Africa (Houston to Durban) India to Central America (Mundra to Veracruz) South Africa to Australia (Durban to Sydney) East Coast of South America to West Africa (Santos to Abidjan) Except for Mundra to Veracruz, where one carrier is offering a direct product, all the other lanes/products are transshipment. These lanes give a good idea of the significant variation we see in the top five carriers’ products and why — in these particular trades at least — some are more successful than others. These excerpts will give you a flavor: For Houston to Durban, southbound transit times as advertised varied over multiple sailings, from a low of 32 days to a high of 79 days, with northbound transit from 42 to 82 days. Transshipment in both directions was offered in the Caribbean, Europe, Asia and South America and included, in some cases, double transshipment. For Mundra to Veracruz, westbound transit times varied between 48 and 82 days, with eastbound from 40 to 100 days. For the transshipment products, North Europe, Mediterranean and Asian hubs were used westbound and North Europe and Mediterranean hubs for eastbound. Double transshipment also featured in some cases. There are some common themes in the above cases and other cross-trades reviewed: <h3>Unique products create positive differentiation </h3>Having a different product that directly connects core markets also allows sub-trades operating through transshipment hubs on that service to also establish product advantage. For example, CMA CGM’s and Mediterranean Shipping Co.’s North Europe/Med/Indian Ocean/Australia service not only provides a strong product in the Med to Indian Ocean and Australia trade, but enables Southern/Eastern Africa export cargo to access a fast eastbound product over Port Louis Mauritius. A similar example is Hapag-Lloyd (with Maersk as slotter) being the only direct operator in the Brazil to South Africa and Angola market, thus giving them the driving seat in the core trade but also enabling them to open sub-markets such as Argentina and Uruguay with very strong transshipment products. <h3>Where transshipment takes place is crucial </h3>The ideal transshipment point for cross-trades is one where there is minimal diversion from the most direct route. For example, the big carriers are all routing Brazil to West Africa over Europe, but MSC has an edge on eastbound transit times because it connects in Las Palmas, Spain, which slightly reduces transit time on both legs. In the US Gulf to South Africa trade, MSC also has the best product because it transships from its direct US East Coast to South Africa service at Freeport (Bahamas), whereas other carriers are transshipping in Europe, Asia or South America. <h3>How transshipment products are constructed is critical </h3>Direct products normally trump transshipment products, but rotations of connecting services are important. If carriers are able to design services allowing the first leg to hit a transshipment point early in its rotation and the second leg calls there late in its rotation, the transshipment product can have a competitive transit time. We see in the Mundra-to-Veracruz pairing that Maersk, CMA CGM and Hapag-Lloyd’s transshipment transit times stack up okay versus MSC’s direct service. The most obvious overall observation is that the bigger carriers have more services and more transshipment hubs, so they are generally able to offer more efficient connecting services. Their larger fleet sizes also allow them to deploy innovative products and tweak them until they have a profitable service covering both direct and transshipment lanes. Is there hope for the midsized and smaller carriers? There are a number of niche direct products from smaller carriers in some trades and specific port pairs that the bigger guys treat solely as cross-trades. For the nimble, there is still room to prosper, but they will need to adapt again if the big guys lumber into town. Contact Jeremy Masters at <a href="mailto:jeremy@shippingmastershk.com">jeremy@shippingmastershk.com</a>. </div>

Cross-trades served by transshipment can be of varying sizes and often feature transshipment between two deep-sea services. Some will always remain small, but others linking fast-growing developing economies with each other (or mature markets) will reach a point at which direct services become viable. This is an important opportunity for carriers, transshipment hubs and end ports to be at the ground floor of high-charged growth. The following cross-trades and key lanes were selected to look at how carriers serve these emerging trades in both directions using their online schedules: US Gulf to South Africa (Houston to Durban) India to Central America (Mundra to Veracruz) South Africa to Australia (Durban to Sydney) East Coast of South America to West Africa (Santos to Abidjan) Except for Mundra to Veracruz, where one carrier is offering a direct product, all the other lanes/products are transshipment. These lanes give a good idea of the significant variation we see in the top five carriers’ products and why — in these particular trades at least — some are more successful than others. These excerpts will give you a flavor: For Houston to Durban, southbound transit times as advertised varied over multiple sailings, from a low of 32 days to a high of 79 days, with northbound transit from 42 to 82 days. Transshipment in both directions was offered in the Caribbean, Europe, Asia and South America and included, in some cases, double transshipment. For Mundra to Veracruz, westbound transit times varied between 48 and 82 days, with eastbound from 40 to 100 days. For the transshipment products, North Europe, Mediterranean and Asian hubs were used westbound and North Europe and Mediterranean hubs for eastbound. Double transshipment also featured in some cases. There are some common themes in the above cases and other cross-trades reviewed: Unique products create positive differentiation Having a different product that directly connects core markets also allows sub-trades operating through transshipment hubs on that service to also establish product advantage. For example, CMA CGM’s and Mediterranean Shipping Co.’s North Europe/Med/Indian Ocean/Australia service not only provides a strong product in the Med to Indian Ocean and Australia trade, but enables Southern/Eastern Africa export cargo to access a fast eastbound product over Port Louis Mauritius. A similar example is Hapag-Lloyd (with Maersk as slotter) being the only direct operator in the Brazil to South Africa and Angola market, thus giving them the driving seat in the core trade but also enabling them to open sub-markets such as Argentina and Uruguay with very strong transshipment products. Where transshipment takes place is crucial The ideal transshipment point for cross-trades is one where there is minimal diversion from the most direct route. For example, the big carriers are all routing Brazil to West Africa over Europe, but MSC has an edge on eastbound transit times because it connects in Las Palmas, Spain, which slightly reduces transit time on both legs. In the US Gulf to South Africa trade, MSC also has the best product because it transships from its direct US East Coast to South Africa service at Freeport (Bahamas), whereas other carriers are transshipping in Europe, Asia or South America. How transshipment products are constructed is critical Direct products normally trump transshipment products, but rotations of connecting services are important. If carriers are able to design services allowing the first leg to hit a transshipment point early in its rotation and the second leg calls there late in its rotation, the transshipment product can have a competitive transit time. We see in the Mundra-to-Veracruz pairing that Maersk, CMA CGM and Hapag-Lloyd’s transshipment transit times stack up okay versus MSC’s direct service. The most obvious overall observation is that the bigger carriers have more services and more transshipment hubs, so they are generally able to offer more efficient connecting services. Their larger fleet sizes also allow them to deploy innovative products and tweak them until they have a profitable service covering both direct and transshipment lanes. Is there hope for the midsized and smaller carriers? There are a number of niche direct products from smaller carriers in some trades and specific port pairs that the bigger guys treat solely as cross-trades. For the nimble, there is still room to prosper, but they will need to adapt again if the big guys lumber into town. Contact Jeremy Masters at jeremy@shippingmastershk.com .

Container lines

High variance exists in carriers’ cross-trade products

<div class="phx-topic abstract-wrapper">US shippers have pulled forward as much cargo as they can ahead of the latest deadlines for higher US tariffs, leaving carriers little choice but to cancel more voyages. </div>

US shippers have pulled forward as much cargo as they can ahead of the latest deadlines for higher US tariffs, leaving carriers little choice but to cancel more voyages.

<div class="phx-topic">Ocean carriers have begun to reel in capacity ahead of the mid-August expiry of the 90-day pause on higher US tariffs on Chinese goods, with an increasing number of trans-Pacific container services getting blanked for the rest of July. And with most pre-higher tariff imports on the water or ready to ship, spot rates look set for further weakness through the end of summer. Some 175,000 TEUs of container capacity is set to be blanked during July, according to data from maritime intelligence provider eeSea, amounting to 11% of deployed capacity between Asia and the US West Coast. That is an uptick from the 118,500 TEUs of capacity blanked in June, which accounted for about 9% of deployed capacity. The canceled departures from Asia coincide with <a href="https://www.tradecomplianceresourcehub.com/2025/07/17/trump-2-0-tariff-tracker/">the Aug. 12 deadline for the Trump administration to impose country-specific tariffs on China</a> in the absence of a new trade deal. With an Aug. 1 deadline for trade talks with other Asian countries, demand was already drying up, with Chinese goods the last that could get on a ship and enter the US in time to avoid the higher rates. “It’s already too late to ship product from Vietnam and Southeast Asia to beat the Aug. 1 deadline,” an ocean carrier source told the Journal of Commerce. “There has been no spike in imports from Vietnam since June, when it was possible to beat the Aug. 1 deadline, so demand simply isn’t there.” Indeed, many of the services culled through July also call southern Chinese ports that serve as transshipment points for other Asian goods, or services that directly call Southeast Asia. <div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="1c1d9578-c129-4d4e-a136-e220473bd136"></dynamic-object></div>OOCL canceled eastbound sailings on its Pacific South China Express (PSX) service for the last two weeks of July, according to Hong Kong-based logistics provider Honour Lane Shipping. The PSX service will offer an eastbound ad hoc call to Shanghai, though, during the last week of July, with only one call at the southern port of Yantian. Express services are typically the first to get blanked, with CU Lines, SeaLead and other niche carriers also canceling services through July. But the demand slowdown is also hitting big-ship services as well. CMA CGM canceled an eastbound voyage on its Columbus Jax service, which offers average weekly capacity of about 13,000 TEUs, for the last week of July. The pendulum service, which switches to US East Coast ports on its westbound voyages, also calls Malaysia’s Port Klang, Thailand’s Laem Chabang and Vietnam’s Cai Mep.Cosco Shipping canceled a July voyage on its 13,000-TEU Asia-US West Coast service, while the Premier Alliance has also canceled two July voyages on its 13,000-TEU MP2 service. <h3>Weaker second half expected</h3>While a trade deal with China or other Asian countries may be in the offing, forwarders and shippers are not hopeful that it would spark more demand. US importers have mostly frontloaded goods already and will just be dribbling in product as needed through the rest of the year, Sanjay Tejwani, chief executive of consulting firm 365 Logistics, told the Journal of Commerce. “A lot of frontloading has happened, which means that the volumes will remain soft,” Tejwani said. “August through December will be soft. Even if the tariffs were to drop back to zero, a lot of merchandise has been shipped and inventory levels are decent, why would anyone bring in more cargo?”Ocean carriers are quoting spot rates near $2,500 per standard container to the US West Coast as of July 15, hoping the step-up in blank sailings for July would tighten the market, Robert Khachatryan, chief executive of Freight Right Global Logistics, told the Journal of Commerce. But he doesn’t expect the rate level to hold, adding that he is seeing a number of voyage-specific West Coast rates near $1,700. The mid-July rates “were driven largely by a reduction in capacity,” Khachatryan said. “There is no pickup in demand.” Platts, a sister company of the Journal of Commerce within S&amp;P Global, pegged Asia-USWC rates at $1,733 per FEU as of July 16, down 2% on the week. But Drewry’s Shanghai-Los Angeles rate as of July 17 was $2,817 per FEU.Contact Michael Angell at <a href="mailto:michael.angell@spglobal.com ">michael.angell@spglobal.com</a>.Senior Editor Bill Mongelluzzo and Associate Editor Laura Robb contributed to this report.</div>

Ocean carriers have begun to reel in capacity ahead of the mid-August expiry of the 90-day pause on higher US tariffs on Chinese goods, with an increasing number of trans-Pacific container services getting blanked for the rest of July. And with most pre-higher tariff imports on the water or ready to ship, spot rates look set for further weakness through the end of summer. Some 175,000 TEUs of container capacity is set to be blanked during July, according to data from maritime intelligence provider eeSea, amounting to 11% of deployed capacity between Asia and the US West Coast. That is an uptick from the 118,500 TEUs of capacity blanked in June, which accounted for about 9% of deployed capacity. The canceled departures from Asia coincide with the Aug. 12 deadline for the Trump administration to impose country-specific tariffs on China in the absence of a new trade deal. With an Aug. 1 deadline for trade talks with other Asian countries, demand was already drying up, with Chinese goods the last that could get on a ship and enter the US in time to avoid the higher rates. “It’s already too late to ship product from Vietnam and Southeast Asia to beat the Aug. 1 deadline,” an ocean carrier source told the Journal of Commerce. “There has been no spike in imports from Vietnam since June, when it was possible to beat the Aug. 1 deadline, so demand simply isn’t there.” Indeed, many of the services culled through July also call southern Chinese ports that serve as transshipment points for other Asian goods, or services that directly call Southeast Asia. OOCL canceled eastbound sailings on its Pacific South China Express (PSX) service for the last two weeks of July, according to Hong Kong-based logistics provider Honour Lane Shipping. The PSX service will offer an eastbound ad hoc call to Shanghai, though, during the last week of July, with only one call at the southern port of Yantian. Express services are typically the first to get blanked, with CU Lines, SeaLead and other niche carriers also canceling services through July. But the demand slowdown is also hitting big-ship services as well. CMA CGM canceled an eastbound voyage on its Columbus Jax service, which offers average weekly capacity of about 13,000 TEUs, for the last week of July. The pendulum service, which switches to US East Coast ports on its westbound voyages, also calls Malaysia’s Port Klang, Thailand’s Laem Chabang and Vietnam’s Cai Mep. Cosco Shipping canceled a July voyage on its 13,000-TEU Asia-US West Coast service, while the Premier Alliance has also canceled two July voyages on its 13,000-TEU MP2 service. Weaker second half expected While a trade deal with China or other Asian countries may be in the offing, forwarders and shippers are not hopeful that it would spark more demand. US importers have mostly frontloaded goods already and will just be dribbling in product as needed through the rest of the year, Sanjay Tejwani, chief executive of consulting firm 365 Logistics, told the Journal of Commerce. “A lot of frontloading has happened, which means that the volumes will remain soft,” Tejwani said. “August through December will be soft. Even if the tariffs were to drop back to zero, a lot of merchandise has been shipped and inventory levels are decent, why would anyone bring in more cargo?” Ocean carriers are quoting spot rates near $2,500 per standard container to the US West Coast as of July 15, hoping the step-up in blank sailings for July would tighten the market, Robert Khachatryan, chief executive of Freight Right Global Logistics, told the Journal of Commerce. But he doesn’t expect the rate level to hold, adding that he is seeing a number of voyage-specific West Coast rates near $1,700. The mid-July rates “were driven largely by a reduction in capacity,” Khachatryan said. “There is no pickup in demand.” Platts, a sister company of the Journal of Commerce within S&P Global, pegged Asia-USWC rates at $1,733 per FEU as of July 16, down 2% on the week. But Drewry’s Shanghai-Los Angeles rate as of July 17 was $2,817 per FEU. Contact Michael Angell at michael.angell@spglobal.com . Senior Editor Bill Mongelluzzo and Associate Editor Laura Robb contributed to this report.

Trans-Pacific

Looming August tariff deadline prompts carriers to pull trans-Pacific capacity

<div class="phx-topic abstract-wrapper">US retailers are, not surprisingly, importing only what is “absolutely necessary” given the frequent changes in new tariffs and tariff deadlines announced by the Trump administration, writes Lars Jensen. </div>

US retailers are, not surprisingly, importing only what is “absolutely necessary” given the frequent changes in new tariffs and tariff deadlines announced by the Trump administration, writes Lars Jensen.

<div class="phx-topic">Under normal circumstances, the peak season for goods imports from Asia to the US would be well underway. However, cargo demand developments this year on the trans-Pacific are anything but normal. Clearly, the reason for the atypical development is the rapid changes in US trade policy, which has caused significant problems for US importers as well as US exporters to China. <div class="wrapper-narrow float-right-element"><img src="/images/phoenix/6045387_0.1.jpg"></img></div>A government can, of course, choose to change its trade policy with little notice. But it is worthwhile exploring how rapid changes are detrimental to the management of container shipping supply chains. Most “reciprocal” US tariffs announced on April 2 by the Trump administration almost immediately were postponed until July 9. At the same time, tariffs on China escalated to 145% from the US side and 125% on the Chinese side. These were then, mostly, put on pause from May 14. What does the hard data tell us about how shippers and carriers are managing the situation? From a demand perspective, it is interesting to take a closer look at the volume developments as measured by Container Trade Statistics (CTS), which measure cargo at the time of loading at origin. The impact on US ports will come as a delayed effect when the cargo finally arrives. For non-Chinese origins, the announced 90-day pause in April led to an assumption that US importers would attempt to frontload cargo prior to the expiry of the pause to reduce their risk — the caveat being that, despite the pause, there is still a 10% baseline tariff on all countries. Initially, the data appears to support the notion of frontloading as volumes from Europe, South America, Africa, the Indian subcontinent and Middle East all grew faster in April than in the first quarter. However, this changed in May as growth rates dropped sharply compared with April, with the Indian subcontinent and Middle East as the only exception. That implies that US importers changed their method from frontloading cargo to a wait-and-see approach, limiting their imports instead. For Asia, the impact of the tariffs on China was substantial. In April, volumes from Asia to North America declined 8% month over month; in May, they dropped 15% from April. Data for cargo loaded in June is not yet available, but we can infer what happened based on capacity and spot rate data. The tariffs on China were paused in mid-May, leading instantly to a surge in demand. This was largely demand based on cargo that had been held back in China and hence was ready to go. Prior to the pause, ocean carriers had reduced capacity on the trans-Pacific in response to the sharp decline in demand. Despite rapid efforts to reassign vessels to the Pacific, it effectively took three weeks before an actual increase in capacity was in place. This caused spot rates to surge due to high demand and low capacity. The expectation at the time was that the surge would continue as US importers would want to frontload their peak season volume prior to the Aug. 14 expiry of the 90-day US pause on the higher China tariffs. This is also what many shippers told the carriers at the time, and the carriers responded by phasing in more capacity. However, as we got into June, US importers changed their perspective and pulled back on the notion of frontloading as valid risk mitigation in the face of increasing tariff uncertainty. The surge, therefore, fizzled out once the initial excess cargo had been shipped. As a result, the spike in spot rates was short-lived, and carriers are now quickly reversing their operational planning and are in the process of withdrawing capacity from the trans-Pacific again. <h3>Importing only what is ‘absolutely necessary’ </h3>Given the frequent, and significant, announcements regarding new tariffs and tariff deadlines, combined with the clear uncertainty as to which of the stated new tariffs will actually be implemented or not, it is not surprising that US importers are mainly adopting a wait-and-see strategy, importing only what they believe to be absolutely necessary. The problem, as seen during the recent trans-Pacific spike, is that the physical supply chain simply cannot react as fast as regulations change. Even in the face of the cargo surge once the pause on Chinese tariffs was announced, it took the carriers three weeks to properly inject capacity as needed. And by then, conditions were changing again. This tells us that the short but strong spike in spot rates experienced in May/June is an event we are quite likely to experience again — just as we might experience short and sharp downturns that are then reversed. Shippers react to trade conditions, and while they cannot necessarily react as quickly as they would like to, they can certainly make day-to-day decisions related to holding back bookings or surging bookings if they have added inventory at the origin side. The carriers, however, are restricted by the sailing speeds of their vessels and cannot react as swiftly. This sets the scene for future events where supply and demand can be temporarily and severely unbalanced. Contact Lars Jensen at <a href="mailto:lars.jensen@vespucci-maritime.com">lars.jensen@vespucci-maritime.com</a>. </div>

Under normal circumstances, the peak season for goods imports from Asia to the US would be well underway. However, cargo demand developments this year on the trans-Pacific are anything but normal. Clearly, the reason for the atypical development is the rapid changes in US trade policy, which has caused significant problems for US importers as well as US exporters to China. A government can, of course, choose to change its trade policy with little notice. But it is worthwhile exploring how rapid changes are detrimental to the management of container shipping supply chains. Most “reciprocal” US tariffs announced on April 2 by the Trump administration almost immediately were postponed until July 9. At the same time, tariffs on China escalated to 145% from the US side and 125% on the Chinese side. These were then, mostly, put on pause from May 14. What does the hard data tell us about how shippers and carriers are managing the situation? From a demand perspective, it is interesting to take a closer look at the volume developments as measured by Container Trade Statistics (CTS), which measure cargo at the time of loading at origin. The impact on US ports will come as a delayed effect when the cargo finally arrives. For non-Chinese origins, the announced 90-day pause in April led to an assumption that US importers would attempt to frontload cargo prior to the expiry of the pause to reduce their risk — the caveat being that, despite the pause, there is still a 10% baseline tariff on all countries. Initially, the data appears to support the notion of frontloading as volumes from Europe, South America, Africa, the Indian subcontinent and Middle East all grew faster in April than in the first quarter. However, this changed in May as growth rates dropped sharply compared with April, with the Indian subcontinent and Middle East as the only exception. That implies that US importers changed their method from frontloading cargo to a wait-and-see approach, limiting their imports instead. For Asia, the impact of the tariffs on China was substantial. In April, volumes from Asia to North America declined 8% month over month; in May, they dropped 15% from April. Data for cargo loaded in June is not yet available, but we can infer what happened based on capacity and spot rate data. The tariffs on China were paused in mid-May, leading instantly to a surge in demand. This was largely demand based on cargo that had been held back in China and hence was ready to go. Prior to the pause, ocean carriers had reduced capacity on the trans-Pacific in response to the sharp decline in demand. Despite rapid efforts to reassign vessels to the Pacific, it effectively took three weeks before an actual increase in capacity was in place. This caused spot rates to surge due to high demand and low capacity. The expectation at the time was that the surge would continue as US importers would want to frontload their peak season volume prior to the Aug. 14 expiry of the 90-day US pause on the higher China tariffs. This is also what many shippers told the carriers at the time, and the carriers responded by phasing in more capacity. However, as we got into June, US importers changed their perspective and pulled back on the notion of frontloading as valid risk mitigation in the face of increasing tariff uncertainty. The surge, therefore, fizzled out once the initial excess cargo had been shipped. As a result, the spike in spot rates was short-lived, and carriers are now quickly reversing their operational planning and are in the process of withdrawing capacity from the trans-Pacific again. Importing only what is ‘absolutely necessary’ Given the frequent, and significant, announcements regarding new tariffs and tariff deadlines, combined with the clear uncertainty as to which of the stated new tariffs will actually be implemented or not, it is not surprising that US importers are mainly adopting a wait-and-see strategy, importing only what they believe to be absolutely necessary. The problem, as seen during the recent trans-Pacific spike, is that the physical supply chain simply cannot react as fast as regulations change. Even in the face of the cargo surge once the pause on Chinese tariffs was announced, it took the carriers three weeks to properly inject capacity as needed. And by then, conditions were changing again. This tells us that the short but strong spike in spot rates experienced in May/June is an event we are quite likely to experience again — just as we might experience short and sharp downturns that are then reversed. Shippers react to trade conditions, and while they cannot necessarily react as quickly as they would like to, they can certainly make day-to-day decisions related to holding back bookings or surging bookings if they have added inventory at the origin side. The carriers, however, are restricted by the sailing speeds of their vessels and cannot react as swiftly. This sets the scene for future events where supply and demand can be temporarily and severely unbalanced. Contact Lars Jensen at lars.jensen@vespucci-maritime.com .

Whiplash of US tariff policy forces importers into ‘wait-and-see’ mode

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The world of LTL is slow to embrace change. Business anachronisms permeate current supply chain processes. These vestiges of the way things used to work define the LTL freight transportation procurement process of many modern shippers.David Knuth, logistics specialist at IEWC, a global supplier of cable and wire based in Wisconsin, is happy to have modernized the RFP process, automating the entire LTL bidding procedure with Bid$ense, SMC³’s automated truckload and LTL freight transportation sourcing solution. But when prompted, he can still recall what once was.In his previous job, a large part of his duties were consumed by creating an intermodal bid package for carriers. In a spreadsheet, Knuth detailed the company’s volumes lane by lane, taking care to delete any errant keystrokes or misleading data. He would then email out the information to each carrier, taking time to respond to detailed technical questions about the spreadsheet data. Finally, he had to compile all the results, create an algorithm that would compare the carriers on each lane, and award the business.“It was a huge undertaking. It took about four months to do,” Knuth said of the old process. “It was almost a full-time job for that part of the year, every year.”In his new job at IEWC, he sat down with Bid$ense on day one and was amazed at the capabilities. Knuth had never before used a bid tool. SMC³’s latest versions of Bid$ense automate the process even further, taking truckload and LTL RFPs entirely online. The tool draws on RFP best-practices protocols to streamline the bidding communication process, enabling bidding carriers to respond accurately and promptly to shipper requests. The solution also does all the distribution work automatically, electronically submitting shipper bid data to carriers based on their actual service capabilities and performance records. Carriers are alerted with timely prompts for RFP deliverables, so shippers aren’t waiting by the phone for responses.Another benefit of automating the process is the data-cleansing assistance. When Knuth sent spreadsheets to carriers, data errors might cloud the bidding process; he might have to resend data or simply accept a price that did not truly reflect the costs of doing business. Data cleansing is incredibly beneficial, he said.The spreadsheet technique also made bidding analysis an onerous task. Since Bid$ense automates and streamlines the entire RFP process, intensive examination is now simple. SMC³ knows that each bid has more than one best outcome. With uniform responses from each carrier, shippers can quickly rank results and create an unlimited quantity of what-if scenarios to make the optimal procurement decision.Jesse Burnett of Central Garden &amp; Pet experiences many of the same benefits. Founded in 1980, Central Garden &amp; Pet has spent the last three decades growing from a small garden supply company to a provider of a range of products from dog chews and bird seed to soil supplements and natural insecticides. For much of its life, the company shipped these disparate goods via LTL and truckload carriers to retailers throughout the country, relying on each business unit to negotiate directly with their freight transportation providers. This arrangement worked fairly well for a small company, but as Central Garden &amp; Pet expanded, leadership decided to consolidate decision making.Burnett helped centralize the transportation decision making in 2015 with SMC³’s Bid$ense. Before Bid$ense, every business unit operated independently as far as negotiating with carriers.“There were a lot of different things just floating around,” he said. “We didn’t have master agreements in place; no national pricing at all. The pricing from carriers was just all over the place, depending on where you were.”The transformations he saw with Bid$ense were immediate. Burnett has been using the tool about every other year since its implementation at the company. Central Garden and Pet’s $19.6 million 2019 LTL bid saved the company just more than 9 percent when compared to its historical average. For Burnett, though, bid automation extends far beyond savings.“We knew that we weren’t getting the best pricing offer from our carriers just because nothing was centralized,” he continued. “We knew that if we combined everything from all these business units and paired it with one corporate offering, then it would drive some cost benefit with it.”When the company initially decided to centralize bid procurement, executives researched a number of different methodologies and technologies. In the end, though, Burnett found that Bid$ense was both widespread and well known, and that his carrier partners already knew how to use the application. Burnett also highlighted the data-cleansing process as a major benefit, saying the rigorous process ensures that carriers always return the best price.“It definitely has helped drive savings,” he said. “Any time you go out there and you drive that competitiveness with the carriers and they know they’re in a bid environment, it seems to sharpen their pencils.”Transportation procurement is an integral part of the modern supply chain. With Bid$ense, shippers can develop a strategic implementation plan that saves them time and money, but also helps them create strong relationships with their carrier partners. These carriers appreciate the solution’s data-cleansing process; when carriers receive a complete shipment history and future volume forecast, they don’t have to guess on pricing. Carriers that receive more data from shippers get a complete picture of that shipper’s freight, allowing them to accurately plan instead of simply preparing for the worst-case scenario. Clean data presented through an automated system can lead to both bigger shipment savings and a lasting partnership between carrier and customer.Whether customers are looking to streamline over-the-road transportation bidding by automating the RFP process or create an entirely new, centralized sourcing process, Bid$ense has the analytical horsepower to get the job done.SMC³ 2020 Customer Case Study

SMC3rates_shutterstock_5247046.jpg

Shippers save money, time with automated transportation bidding tools

If there’s one immutable truth in the world of logistics, it’s this: LTL is an inherently complex form of transportation. Tariffs, rates, DIM weights, transit times — it’s enough to confuse even seasoned logistics professionals. The solution to this knowledge gap has historically been on-the-job training or university supply chain education, but for a variety of reasons there is now a pressing need for third-party, remote LTL training that prepares logistics workers for transportation success. Global Scope Can Overlook Local Intricacies In the past, professionals looking to move into a supply chain career learned about the basics of supply chain from universities. However, many of these college supply chain programs are now global in scope, focusing on worldwide supply chain management instead of the intricacies of specialized domestic transportation. And even these programs, which used to be widespread, are becoming less common. LTL is not an industry of broad-brush strokes; supply chain professionals really need a pointillistic understanding of the logistics of LTL in order to excel in the industry. Accelerating Need for Dedicated LTL Education This lack of specified training put the onus on employers to prepare new hires with the LTL knowledge needed to do their jobs. Dedicated LTL study is a necessity, not a luxury. At the same time, changes in LTL and the broader supply chain world are accelerating. The reliance on e-commerce has ballooned since the start of the pandemic, and last-mile LTL shipments and related e-commerce strains on the supply chain won’t diminish once social distancing abates. That genie isn’t going back into the bottle. So supply chain employers need logistics workers that are fully versed in all aspects of the industry, ready to solve unique shipping and delivery problems based on their extensive supply chain knowledge But why care about LTL? It’s been reported that some shippers in today’s world are no longer concerned with what mode is used to ship their goods. A Multimodal Approach Ensures On-Time Delivery This mode agnosticism means supply chain stakeholders have to be well versed in all modes of transportation. As unforeseen weather events and other disruptions, such as protests, become more common, savvy logistics employees will need to be armed with familiarity of all modes, not just the most popular, to ensure that freight is delivered on time, without damage, and in the most financially expedient way possible. Offerings like SMC³’s LTL online education courses cover a wide range of topics from LTL basics and operations to more advanced concepts like pricing analytics and transportation law. The company also has plans to continually refresh content, adding new expert presenters and taking the feedback of students to make the courses even better as time goes on. Learn more about&nbsp;<a href="https://logisticstrainingcenter.com/smc3-courses/" rel="noreferrer" class="joc_admin__link">SMC³’s LTL Online Education program</a>&nbsp;and view the 2021 hybrid schedule, featuring live industry experts,&nbsp;<a href="https://www.smc3.com/onlinelearning2021/" rel="noreferrer" class="joc_admin__link">here.</a>

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