<div class="phx-topic abstract-wrapper">It is time for baseball's annual midsummer All-Star break. This year it will be in Atlanta, in a sta</div>

It is time for baseball's annual midsummer All-Star break. This year it will be in Atlanta, in a sta

<div>It is time for baseball's annual midsummer All-Star break. This year it will be in Atlanta, in a stadium originally built for the 1996 Olympic Games.Baseball teams use public money to build state-of-the-art facilities. Many cities, feeling the pressure to build new stadiums or risk losing their teams to cities more willing to build, are creating new facilities long before the end of the physical life of the existing ones.''Public-private partnership'' is a phrase much used to justify these expenditures. This term has a nice ring to it, but a partnership implies a deadly serious sharing of risk. And the...

It is time for baseball's annual midsummer All-Star break. This year it will be in Atlanta, in a stadium originally built for the 1996 Olympic Games. Baseball teams use public money to build state-of-the-art facilities. Many cities, feeling the pressure to build new stadiums or risk losing their teams to cities more willing to build, are creating new facilities long before the end of the physical life of the existing ones. ''Public-private partnership'' is a phrase much used to justify these expenditures. This term has a nice ring to it, but a partnership implies a deadly serious sharing of risk. And the reality is that they are unevenly distributed. Consider the Texas Rangers. In less than 20 years, their owners increased the value of their franchise by over 300 percent. Certainly a large part of this increase was the new stadium, The Ballpark at Arlington, which was built with $135 million in public financing. Yet the public received no return on their investment. As privatization spreads around the world, the question of public funding for transportation infrastructure will face growing scrutiny. Ports and airports should pay attention. In the last 20 years, transportation has seen steady development of hubs. A carrier would sign a long-term contract facilitating both financing and infrastructure construction. The subsidy underwritten by the taxpayers was rationalized as economic development. Recent studies cast doubt on the real economic benefit. While there is little doubt that the local community benefits, some economists believe the level of subsidy and investment could have achieved even greater benefit. The conventional thought of becoming an airline hub has been challenged by the success of non-hub airports such as Kansas City and Indianapolis, where the lack of a dominating carrier has resulted in more competition and lower fares. Meanwhile, the maritime community is closely watching three situations that could ultimately change the manner in which marine infrastructure develops. The most public episode has been in the Northeast, where the creation of the Maersk Sealand terminal at the Port of New York and New Jersey was for a long time held hostage by the political posturing of the governors of the two states. Events are even more newsworthy in Charleston, S.C., where local politicians and environmentalists oppose the port's plans to build a 1,300-acre container facility. The Army Corps of Engineers' draft environmental impact statement has been criticized for deficiencies. In addition to the obvious environmental issues such as harbor hydrology and wetlands, other consequences - displaced residents, more growth and increased traffic, for example - have been cited. This controversy points to a common problem in the development of maritime infrastructure. If the terminal is built, significant highway issues emerge. Questions abound about how the sole interstate serving the port will be accessed - and then handle the increased volume. Railroads serving the area also will need to accommodate increased volume from a point heretofore viewed as a spur line feeding traffic to the mainline network. While intermodal is alive in industry, the federal and state governments are still modal stovepipes, with each organization following its own unique mandate. Nowhere is this more clearly demonstrated than with a current conflict surrounding the Army Corps of Engineers. The Corps' mandate is to build and maintain. The more it builds, the larger its portfolio. Today's Corps is embroiled in a controversy involving a proposed $1 billion expansion of seven barge locks on the upper Mississippi and Illinois Rivers. An economist familiar with the study for this plan alleges that the expansion of the 60-year-old structures is unnecessary. Additionally it raises significant environmental concerns. But agribusiness concerns - with numerous political connections - maintain that only modernization will guarantee faster, cheaper transit. An independent review, released in May, contends that estimates for future grain exports were overstated. With less traffic, there is less justification for expansion. Further research will be forthcoming. It should cover not only the transportation issues but also the outlook for agribusiness. A recent Transportation Research Board conference included a presentation showing that soybean production in Brazil could eliminate the U.S. export market in the next 10 to 20 years. The desire to build is a natural one born of civic pride and boosterism. But proper planning of what we build is critical. We must design transportation infrastructure that will fit optimally within that of our nation's. The industry should continually think in terms of operating a network - not a series of unrelated points. Maybe the federal government should lead the way. Otherwise, in less than a generation, we may be building all over again.

POLITICS OF SPORTS AND PORTS

<div class="phx-topic abstract-wrapper">The hub in northern Germany is expecting rapid volume growth for the rest of the year following a record first quarter spurred on by the launch of the carrier alliance. </div>

The hub in northern Germany is expecting rapid volume growth for the rest of the year following a record first quarter spurred on by the launch of the carrier alliance.

Feature image

<div class="phx-topic">MUNICH — The establishment of Gemini Cooperation’s hub in Wilhelmshaven has been “a game changer” for the north German port, with container volume rising rapidly since the carrier alliance was launched in February. A record 300,000 TEUs crossed the port’s wharves in the first quarter, and with the Gemini business of partners Maersk and Hapag-Lloyd being directed through Wilhelmshaven, the volume will continue to grow rapidly through the year, according to Marc-Oliver Hauswald, CEO of JadeWeserPort Wilhelmshaven. “In Germany, Gemini has two hubs, one in Wilhelmshaven and the other in Bremerhaven, so the biggest vessels in their network are now coming to these ports,” Hauswald told the Journal of Commerce at the Transport Logistic exhibition in Munich this week. “This is a game changer for us.” JadeWeserPort is responsible for the marketing and management of the industrial and logistics areas in Wilhelmshaven. ”If you multiply first quarter volume by four quarters, you get to 1.2 million TEUs, and with the first Gemini vessel starting in the middle of February, we are expecting to handle over 1 million TEUs,” Hauswald said. The port handled 840,000 TEUs in 2024, and although Hauswald said it was “not very much,” he noted it was a record annual result for the gateway. Wilhelmshaven is Germany’s only deepwater container port. Hapag-Lloyd has held a 30% stake in the container terminal there and a 50% stake in its rail terminal since 2022, with the remaining shares held by Hamburg-based Eurogate, the operator of the container terminal. Another driver of volume for Wilhelmshaven is the China-Europe Express service that provides a direct service with Ningbo routed via the Suez Canal. It was launched by Kawa Shipping in January and offers a 26-day transit time. Kawa started with one 5,000-TEU vessel in January, adding a second last week; a third is scheduled to join the fleet by the end of the year. ”The capacity of the vessels are not high compared to the 24,000-TEU ships on Asia-Europe, but even when the big ships call, they have container exchanges similar to 5,000 TEUs, so it is comparable,” Hauswald said. <h3>Automation plans </h3>Automation features prominently in the plans for Wilhelmshaven. The existing port was designed for a capacity of 2.7 million TEUs, but under Eurogate’s automation plans, the handling capacity will increase to 4.5 million TEUs. “In the future, maybe in five or 10 years, the major shipping lines will only go to the ports that have automated systems,” Hauswald said. “In Asia, you can see more and more ports becoming automated because it's a guarantee of fast and efficient operations at a lower cost.” Contact Greg Knowler at <a href="mailto:greg.knowler@spglobal.com">greg.knowler@spglobal.com</a>. </div>

MUNICH — The establishment of Gemini Cooperation’s hub in Wilhelmshaven has been “a game changer” for the north German port, with container volume rising rapidly since the carrier alliance was launched in February. A record 300,000 TEUs crossed the port’s wharves in the first quarter, and with the Gemini business of partners Maersk and Hapag-Lloyd being directed through Wilhelmshaven, the volume will continue to grow rapidly through the year, according to Marc-Oliver Hauswald, CEO of JadeWeserPort Wilhelmshaven. “In Germany, Gemini has two hubs, one in Wilhelmshaven and the other in Bremerhaven, so the biggest vessels in their network are now coming to these ports,” Hauswald told the Journal of Commerce at the Transport Logistic exhibition in Munich this week. “This is a game changer for us.” JadeWeserPort is responsible for the marketing and management of the industrial and logistics areas in Wilhelmshaven. ”If you multiply first quarter volume by four quarters, you get to 1.2 million TEUs, and with the first Gemini vessel starting in the middle of February, we are expecting to handle over 1 million TEUs,” Hauswald said. The port handled 840,000 TEUs in 2024, and although Hauswald said it was “not very much,” he noted it was a record annual result for the gateway. Wilhelmshaven is Germany’s only deepwater container port. Hapag-Lloyd has held a 30% stake in the container terminal there and a 50% stake in its rail terminal since 2022, with the remaining shares held by Hamburg-based Eurogate, the operator of the container terminal. Another driver of volume for Wilhelmshaven is the China-Europe Express service that provides a direct service with Ningbo routed via the Suez Canal. It was launched by Kawa Shipping in January and offers a 26-day transit time. Kawa started with one 5,000-TEU vessel in January, adding a second last week; a third is scheduled to join the fleet by the end of the year. ”The capacity of the vessels are not high compared to the 24,000-TEU ships on Asia-Europe, but even when the big ships call, they have container exchanges similar to 5,000 TEUs, so it is comparable,” Hauswald said. Automation plans Automation features prominently in the plans for Wilhelmshaven. The existing port was designed for a capacity of 2.7 million TEUs, but under Eurogate’s automation plans, the handling capacity will increase to 4.5 million TEUs. “In the future, maybe in five or 10 years, the major shipping lines will only go to the ports that have automated systems,” Hauswald said. “In Asia, you can see more and more ports becoming automated because it's a guarantee of fast and efficient operations at a lower cost.” Contact Greg Knowler at greg.knowler@spglobal.com .

Maritime

Container Shipping News

Port News

Container lines

Port infrastructure

International ports

Gemini ‘game changer’ for Wilhelmshaven as volume soars

<div class="phx-topic abstract-wrapper">Lower LTL volumes are likely in the coming months, but pricing remains elevated, according to producer price index data. </div>

Lower LTL volumes are likely in the coming months, but pricing remains elevated, according to producer price index data.

<div class="phx-topic">Soft demand for less-than-truckload (LTL) freight and service in the US appears poised to get even softer, as publicly owned LTL providers prepare to release mid-quarter market reports. Shippers should expect volumes to vary across carriers, but pricing is likely to stay at its current elevated levels, with the US long-distance LTL producer price index (PPI) at 259 for the past three months, a record high and about 5% higher than a year ago. <div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="9014abeb-369b-4328-97ae-ee1793647b6e"></dynamic-object></div>Shipments and tonnage both decreased year over year in May at Old Dominion Freight Line (ODFL), the <a href="https://www.joc.com/article/journal-of-commerce-rankings-us-ltl-sector-defies-soft-demand-regains-traction-6010008">second-largest US LTL trucking company</a>, ODFL said Wednesday. ODFL reported an 8.4% decrease in LTL tonnage and a 6.8% drop in LTL shipments per day Revenue fell 5.8% year over year in May, but LTL revenue per hundredweight, excluding fuel surcharges, rose 5.6%. ODFL remains one of the most disciplined LTL carriers when it comes to pricing, and its operating ratio — a measure of profitability — is in the 70s. A drop in LTL revenue, or shipments, may not point to a broader market slump, but may reflect a carrier’s refusal to lower rates to get freight at the expense of profitability. Last year, the aggregate LTL shipment count among the Top 25 LTL Carriers rose 2.5%. The drop in demand ODFL saw in May comes as US manufacturers cope with high input inventories and fluctuations in orders as vendors frontload freight to avoid high US tariffs. Industrial manufacturing makes up the bulk of LTL freight in the US. The S&amp;P Global Purchasing Managers’ Index (PMI) rose to 52 in May, up from 50.2 in April and the fifth straight month the PMI has been above 50, the breaking point dividing expansion from contraction. But that’s not necessarily a sign of industrial health. <div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="56be088e-5b54-4d09-add3-f841e65711ec"></dynamic-object></div>“The rise in the PMI during May masks worrying developments under the hood of the US manufacturing economy,” said Chris Williamson, S&amp;P Global’s chief business economist. “While growth of new orders picked up and suppliers were reportedly busier as companies built up their inventory levels at an unprecedented rate, the common theme was a temporary surge in demand as manufacturers and their customers worry about supply issues and rising prices,” Williamson said in a statement this week. That surge in demand and inventories also coincides with frontloading of goods from China and elsewhere during a pair of 90-day pauses on higher US tariffs, pauses that will expire in July and August, barring further extensions or the successful negotiation of trade deals. While the S&amp;P Global monthly US Manufacturing PMI has shown tepid expansion in 2025, the Institute for Supply Management (ISM) PMI has been in contraction for four months, dropping 0.2 percentage point in May to 48.5. The ISM inventories index dropped into contraction after three positive months as businesses completed frontloading of goods ahead of tariffs, ISM said. Contact William B. Cassidy at <a href="mailto:bill.cassidy@spglobal.com">bill.cassidy@spglobal.com</a>.</div>

Soft demand for less-than-truckload (LTL) freight and service in the US appears poised to get even softer, as publicly owned LTL providers prepare to release mid-quarter market reports. Shippers should expect volumes to vary across carriers, but pricing is likely to stay at its current elevated levels, with the US long-distance LTL producer price index (PPI) at 259 for the past three months, a record high and about 5% higher than a year ago. Shipments and tonnage both decreased year over year in May at Old Dominion Freight Line (ODFL), the second-largest US LTL trucking company , ODFL said Wednesday. ODFL reported an 8.4% decrease in LTL tonnage and a 6.8% drop in LTL shipments per day Revenue fell 5.8% year over year in May, but LTL revenue per hundredweight, excluding fuel surcharges, rose 5.6%. ODFL remains one of the most disciplined LTL carriers when it comes to pricing, and its operating ratio — a measure of profitability — is in the 70s. A drop in LTL revenue, or shipments, may not point to a broader market slump, but may reflect a carrier’s refusal to lower rates to get freight at the expense of profitability. Last year, the aggregate LTL shipment count among the Top 25 LTL Carriers rose 2.5%. The drop in demand ODFL saw in May comes as US manufacturers cope with high input inventories and fluctuations in orders as vendors frontload freight to avoid high US tariffs. Industrial manufacturing makes up the bulk of LTL freight in the US. The S&P Global Purchasing Managers’ Index (PMI) rose to 52 in May, up from 50.2 in April and the fifth straight month the PMI has been above 50, the breaking point dividing expansion from contraction. But that’s not necessarily a sign of industrial health. “The rise in the PMI during May masks worrying developments under the hood of the US manufacturing economy,” said Chris Williamson, S&P Global’s chief business economist. “While growth of new orders picked up and suppliers were reportedly busier as companies built up their inventory levels at an unprecedented rate, the common theme was a temporary surge in demand as manufacturers and their customers worry about supply issues and rising prices,” Williamson said in a statement this week. That surge in demand and inventories also coincides with frontloading of goods from China and elsewhere during a pair of 90-day pauses on higher US tariffs, pauses that will expire in July and August, barring further extensions or the successful negotiation of trade deals. While the S&P Global monthly US Manufacturing PMI has shown tepid expansion in 2025, the Institute for Supply Management (ISM) PMI has been in contraction for four months, dropping 0.2 percentage point in May to 48.5. The ISM inventories index dropped into contraction after three positive months as businesses completed frontloading of goods ahead of tariffs, ISM said. Contact William B. Cassidy at bill.cassidy@spglobal.com .

Trucking News

Surface

Weak US industrial activity casts cold light on LTL demand outlook

<div class="phx-topic abstract-wrapper">Larger components are pushing handling boundaries with an increasing number of locations too small to accommodate growing cargo sizes.</div>

Larger components are pushing handling boundaries with an increasing number of locations too small to accommodate growing cargo sizes.

<div class="phx-topic">The increasing size and complexity of project cargoes are demanding increasingly sophisticated engineering solutions and pushing the boundaries of transport capabilities, project cargo experts say.Speaking to the Journal of Commerce, Hagen Hennig, technical director at dteq Transport Engineering Solutions, described project cargo as “getting more engineering-heavy.” Where dteq only needed two engineers to support the group at start up, the company now counts 50-plus engineers. “That’s a good indication of how the cargo and the project requirements have evolved,” Hennig said. He also noted the impact of that growth on multipurpose vessel capabilities. “Vessels need to be stronger to accommodate these larger cargoes, which can be seen in the increase in crane capacities and the growing fleet of deck carriers,” Hennig said.Cosmatos Group last year moved the largest cargo it had moved in its 53-year history, handling a 690-ton, nine-meter-high component. Elisabeth Cosmatos, CEO of Cosmatos Group and president of The Heavy Lift Group (THLG), described the move as a “milestone,” but also a challenge. There is also a growing emphasis on technical know-how, with Hennig noting the transport engineering mindset in clients is increasing. “It is not only about having the best product, it is also about being able to transport that product safely and cost efficiently to its destination,” he said.Hennig stressed the role of engineering in expanding possibilities. “With engineering you can always push boundaries further,” he said, giving the example of regular transportation of 1000-plus-ton nacelles for the wind energy market that were unimaginable previously. <h3>Infrastructure limitations pose challenges</h3>Still, both Hennig and colleague Boris Dykiert, commercial director with dteq Transport Engineering Solutions, acknowledged inherent limitations. “It’s important to consider the existing infrastructure and environment too,” Dykiert said. “For example, it is already very difficult to get out of some ports in Europe to [the] site with the latest generation of wind blades due to tight turns.” Hennig added that there is a limit to maximum size depending on available infrastructure.“If the project is next to the port and that port is deep with good moorings, that helps,” he said. “But the last mile needs to be there, too. That will determine the maximum cargo envelope.”Speaking on a panel at Breakbulk Europe in mid-May, Richard Kaladji, head of the project logistics department at Air Liquide, affirmed the trend of increasing cargo sizes and underlined the heightened risks involved. “Today, the challenge is greater as you cannot mess up,” he said. “You have to validate the solution many times as the stakes are higher with larger cargoes.”Contact Carly Fields at <a href="mailto:carly.fields@spglobal.com">carly.fields@spglobal.com</a>.</div>

The increasing size and complexity of project cargoes are demanding increasingly sophisticated engineering solutions and pushing the boundaries of transport capabilities, project cargo experts say. Speaking to the Journal of Commerce, Hagen Hennig, technical director at dteq Transport Engineering Solutions, described project cargo as “getting more engineering-heavy.” Where dteq only needed two engineers to support the group at start up, the company now counts 50-plus engineers. “That’s a good indication of how the cargo and the project requirements have evolved,” Hennig said. He also noted the impact of that growth on multipurpose vessel capabilities. “Vessels need to be stronger to accommodate these larger cargoes, which can be seen in the increase in crane capacities and the growing fleet of deck carriers,” Hennig said. Cosmatos Group last year moved the largest cargo it had moved in its 53-year history, handling a 690-ton, nine-meter-high component. Elisabeth Cosmatos, CEO of Cosmatos Group and president of The Heavy Lift Group (THLG), described the move as a “milestone,” but also a challenge. There is also a growing emphasis on technical know-how, with Hennig noting the transport engineering mindset in clients is increasing. “It is not only about having the best product, it is also about being able to transport that product safely and cost efficiently to its destination,” he said. Hennig stressed the role of engineering in expanding possibilities. “With engineering you can always push boundaries further,” he said, giving the example of regular transportation of 1000-plus-ton nacelles for the wind energy market that were unimaginable previously. Infrastructure limitations pose challenges Still, both Hennig and colleague Boris Dykiert, commercial director with dteq Transport Engineering Solutions, acknowledged inherent limitations. “It’s important to consider the existing infrastructure and environment too,” Dykiert said. “For example, it is already very difficult to get out of some ports in Europe to [the] site with the latest generation of wind blades due to tight turns.” Hennig added that there is a limit to maximum size depending on available infrastructure. “If the project is next to the port and that port is deep with good moorings, that helps,” he said. “But the last mile needs to be there, too. That will determine the maximum cargo envelope.” Speaking on a panel at Breakbulk Europe in mid-May, Richard Kaladji, head of the project logistics department at Air Liquide, affirmed the trend of increasing cargo sizes and underlined the heightened risks involved. “Today, the challenge is greater as you cannot mess up,” he said. “You have to validate the solution many times as the stakes are higher with larger cargoes.” Contact Carly Fields at carly.fields@spglobal.com .

Energy projects

Project cargo

Breakbulk News

Growing project cargo scale testing transport limitations, but driving innovation

<div class="phx-topic abstract-wrapper">The carrier continues to ramp up its non-ocean businesses that were acquired from Performance Team with the lease of a new warehouse located about 10 miles from the Port of Philadelphia.</div>

The carrier continues to ramp up its non-ocean businesses that were acquired from Performance Team with the lease of a new warehouse located about 10 miles from the Port of Philadelphia.

<div class="phx-topic">Maersk has added to its North American portfolio with the lease of one of the largest warehouses in southern New Jersey. The move comes as Maersk flagged better growth in its warehousing and related businesses during its most recent earnings release. Maersk confirmed media reports that it leased the 1.2 million-square-foot Box Park Logistics Center, located about 10 miles from the Port of Philadelphia and approximately 80 miles from the Port of New York and New Jersey. The facility, built in 2023, has 215 dock doors and can be expanded by another 300,000 square feet. The region where the warehouse is located has seen new construction plummet amid increasing industrial property vacancies in the Northeast US. Commercial realtor CBRE said in May that new warehouse construction in the south New Jersey-Philadelphia metro region totaled 11.6 million square feet in the first quarter of 2025, down 25.3% from the fourth quarter of 2024. Vacancy rates for warehouses in the Northeast reached 7.6% in the first quarter, compared with about 3% in 2022, marking 12 quarters of increasing vacancy rates. Maersk said in its first-quarter earnings release that it expects vacancy rates to remain close to the long-term 7% average as new construction better matches demand. Maersk’s fulfillment business, comprised mostly of the <a href="https://www.joc.com/article/maersk-acquisition-deepens-north-american-warehouse-reach-5213428">former Performance Team business</a>, saw first-quarter revenue fall 7% to $1.32 billion as it reorganized its last-mile and middle-mile business in North America. However, Maersk Chief Executive Vincent Clerc said the company’s warehousing and e-commerce fulfillment “increased in volumes with growth in new customers.” Maersk’s contract logistics business was also more profitable in the 2025 first quarter, with operating profit margin reaching 4.1% from 1.5% a year earlier. Clerc said warehousing and e-commerce fulfillment helped drive the better results. Contact Michael Angell at <a href="mailto:michael.angell@spglobal.com">michael.angell@spglobal.com</a>. </div>

Maersk has added to its North American portfolio with the lease of one of the largest warehouses in southern New Jersey. The move comes as Maersk flagged better growth in its warehousing and related businesses during its most recent earnings release. Maersk confirmed media reports that it leased the 1.2 million-square-foot Box Park Logistics Center, located about 10 miles from the Port of Philadelphia and approximately 80 miles from the Port of New York and New Jersey. The facility, built in 2023, has 215 dock doors and can be expanded by another 300,000 square feet. The region where the warehouse is located has seen new construction plummet amid increasing industrial property vacancies in the Northeast US. Commercial realtor CBRE said in May that new warehouse construction in the south New Jersey-Philadelphia metro region totaled 11.6 million square feet in the first quarter of 2025, down 25.3% from the fourth quarter of 2024. Vacancy rates for warehouses in the Northeast reached 7.6% in the first quarter, compared with about 3% in 2022, marking 12 quarters of increasing vacancy rates. Maersk said in its first-quarter earnings release that it expects vacancy rates to remain close to the long-term 7% average as new construction better matches demand. Maersk’s fulfillment business, comprised mostly of the former Performance Team business , saw first-quarter revenue fall 7% to $1.32 billion as it reorganized its last-mile and middle-mile business in North America. However, Maersk Chief Executive Vincent Clerc said the company’s warehousing and e-commerce fulfillment “increased in volumes with growth in new customers.” Maersk’s contract logistics business was also more profitable in the 2025 first quarter, with operating profit margin reaching 4.1% from 1.5% a year earlier. Clerc said warehousing and e-commerce fulfillment helped drive the better results. Contact Michael Angell at michael.angell@spglobal.com .

Maersk’s contract logistics business adds New Jersey warehouse

<div class="phx-topic abstract-wrapper">Adding to recent capacity cutbacks, the carrier has redeployed vessels serving its premier Himalaya Express service between India, Europe and the Mediterranean onto Asian trades.</div>

Adding to recent capacity cutbacks, the carrier has redeployed vessels serving its premier Himalaya Express service between India, Europe and the Mediterranean onto Asian trades.

<div class="phx-topic">More signs are emerging of mainline operators with larger Indian market share strategically adjusting their networks amid a rush of cargo bookings out of China that is already testing supply chains at many Asian hub ports. Adding to recent capacity cutbacks on the India-US East Coast trade, Mediterranean Shipping Co. has redeployed vessels serving its premier Himalaya Express (HEX) service between India, Europe and the Mediterranean onto Asian trades, updated schedule data obtained by the Journal of Commerce shows. Out of five upcoming HEX sailings already declared for berthing at India’s Nhava Sheva Port through early July, four vessels have their origin load ports in China, reflecting large-scale cargo relay plans. For example, the MSC Sindy, due to dock at Nhava Sheva on June 5, has made calls to Shanghai, Ningbo and Singapore in what is evidently an ad-hoc rotation. “We are now seeing a lot of impromptu changes for MSC services out of India, with vessels swapped out and port calls rejigged,” a Mumbai-based freight forwarder who did not want to be identified told the Journal of Commerce. “The Asia surge seems to be driving that capacity shakeup.” Sources also noted that the Geneva-based liner is considering adding Vizhinjam Port in southern India to the HEX rotation, likely for the interim to support resurgent transshipment volumes, beginning with the MSC Nairobi X due to arrive in Nhava Sheva on June 9. With multiple changes in the cards, the service will now cover Nhava Sheva, Mundra, Vizhinjam, Sines, Valencia, Gioia Tauro, Genoa, Barcelona and Malaga, the sources said. The weekly HEX has long used a fleet of large-size vessels — averaging 15,000 TEUs in capacity — with a strong schedule reliability track record. MSC recently reset the HEX berthing window in Nhava Sheva by shifting calls from the DP World terminal to PSA International’s facility for greater operational flexibility. Additionally, MSC’s IPAK service (India-Europe) has no sailing in the current week, port berthing data indicates. Sliding vessel schedules extend to other Indian networks. A South India/North Europe/Mediterranean/Oceania loop run jointly by MSC and CMA CGM, branded as the Australia Express and NEWMO, respectively, has voided direct calls to Ennore Port (Chennai) in late May, tightening capacity out of the region that has fewer long-haul network options. “Space issues have started for bookings to Europe and we expect westbound rates to move up,” a Chennai-based forwarder said. MSC and CMA CGM have already rolled $800 per container into West India-Europe spot pricing from this week, sources said. Contact Bency Mathew at <a href="mailto:bencyvmathew@gmail.com">bencyvmathew@gmail.com</a>.</div>

More signs are emerging of mainline operators with larger Indian market share strategically adjusting their networks amid a rush of cargo bookings out of China that is already testing supply chains at many Asian hub ports. Adding to recent capacity cutbacks on the India-US East Coast trade, Mediterranean Shipping Co. has redeployed vessels serving its premier Himalaya Express (HEX) service between India, Europe and the Mediterranean onto Asian trades, updated schedule data obtained by the Journal of Commerce shows. Out of five upcoming HEX sailings already declared for berthing at India’s Nhava Sheva Port through early July, four vessels have their origin load ports in China, reflecting large-scale cargo relay plans. For example, the MSC Sindy, due to dock at Nhava Sheva on June 5, has made calls to Shanghai, Ningbo and Singapore in what is evidently an ad-hoc rotation. “We are now seeing a lot of impromptu changes for MSC services out of India, with vessels swapped out and port calls rejigged,” a Mumbai-based freight forwarder who did not want to be identified told the Journal of Commerce. “The Asia surge seems to be driving that capacity shakeup.” Sources also noted that the Geneva-based liner is considering adding Vizhinjam Port in southern India to the HEX rotation, likely for the interim to support resurgent transshipment volumes, beginning with the MSC Nairobi X due to arrive in Nhava Sheva on June 9. With multiple changes in the cards, the service will now cover Nhava Sheva, Mundra, Vizhinjam, Sines, Valencia, Gioia Tauro, Genoa, Barcelona and Malaga, the sources said. The weekly HEX has long used a fleet of large-size vessels — averaging 15,000 TEUs in capacity — with a strong schedule reliability track record. MSC recently reset the HEX berthing window in Nhava Sheva by shifting calls from the DP World terminal to PSA International’s facility for greater operational flexibility. Additionally, MSC’s IPAK service (India-Europe) has no sailing in the current week, port berthing data indicates. Sliding vessel schedules extend to other Indian networks. A South India/North Europe/Mediterranean/Oceania loop run jointly by MSC and CMA CGM, branded as the Australia Express and NEWMO, respectively, has voided direct calls to Ennore Port (Chennai) in late May, tightening capacity out of the region that has fewer long-haul network options. “Space issues have started for bookings to Europe and we expect westbound rates to move up,” a Chennai-based forwarder said. MSC and CMA CGM have already rolled $800 per container into West India-Europe spot pricing from this week, sources said. Contact Bency Mathew at bencyvmathew@gmail.com .

Asia-Europe

MSC juggles India-Europe network rotations amid Asia cargo rush

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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

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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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Filling the Supply Chain Education Gap with LTL Education Courses

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