<div class="phx-topic abstract-wrapper">The G6 and CKYHE alliances that were to have competed head on with the P3 Network may be feeling an easing of pressure after China’s shock rejection of the vessel-sharing agreement, but both are pushing ahead with the expansion of their networks.
 </div>

The G6 and CKYHE alliances that were to have competed head on with the P3 Network may be feeling an easing of pressure after China’s shock rejection of the vessel-sharing agreement, but both are pushing ahead with the expansion of their networks.

<div>The G6 and CKYHE alliances that were to have competed head on with the P3 Network may be feeling an easing of pressure after China’s <a>shock rejection</a> of the vessel-sharing agreement, but both are pushing ahead with the expansion of their networks.The G6 Alliance of APL, Hapag-Lloyd, Hyundai Merchant Marine, MOL, NYK Line and OOCL cleared the last of its regulatory hurdles earlier this month with approval from the European Commission on June 3, opening the way for the G6 to become the only alliance to operate on all major east-west trades.Singapore has been chosen as the service base to...

The G6 and CKYHE alliances that were to have competed head on with the P3 Network may be feeling an easing of pressure after China’s shock rejection of the vessel-sharing agreement, but both are pushing ahead with the expansion of their networks. The G6 Alliance of APL, Hapag-Lloyd, Hyundai Merchant Marine, MOL, NYK Line and OOCL cleared the last of its regulatory hurdles earlier this month with approval from the European Commission on June 3, opening the way for the G6 to become the only alliance to operate on all major east-west trades. Singapore has been chosen as the service base to manage this global reach, and a spokesman for APL said briefly: "The G6 Service Centre opened on April 1 in Singapore. It is responsible for managing the G6 Alliance global services operations." The CKYHE Alliance of Cosco, “K” Line, Yang Ming, Hanjin Shipping and Evergreen Line will hear in the next three weeks whether the U.S. Federal Maritime Commission (FMC) will allow them to discuss cooperating in the trans-Pacific and trans-Atlantic trades. The FMC has until July 6 to decide. With no P3 Network, trans-Pacific trade will continue to be dominated by the G6 and CKYHE. The G6 has a market share of 31 percent and CKYHE has 26 percent, with Maersk a distant third at 9 percent. On Asia-Europe the market split is narrower, but CKYHE has the greatest slice of the pie at 24 percent, and G6 a 20 percent share. Terminals continue to respond to rejection of P3 network Reaction to the scrapping of the P3 Network continues to come in from Asian container terminals, but the consensus appears to be that it will have little impact in the region. One of the key ports in the Asian rotation of the P3 Network was to be the Korean city of Busan, where Maersk Line, MSC and CMA CGM are all customers of Busan National Container Terminal (BNCT). John Elliott, president and CEO of BNCT, said he did not anticipate any negative impact on Busan’s volume. “We have been supportive of their efforts for the establishment of the P3 Network. It is unfortunate news as we know how many people have worked diligently towards the formation of this new alliance,” he said. A Busan Port Authority spokesman said the three P3 carriers already had several loops through the port and did not expect any change to traffic at the busy Korean hub. Jessie Chung, chairman of the Hong Kong Container Terminals Association, said there would be little impact on the number of TEUs handled at the Kwai Chung port without the P3. She said the issue for Hong Kong had more to do with the increasing complexity of handling larger ships than with the P3 alliance. Vessel calls may now increase, but the box moves per vessel call will be reduced. “Due to their size, mega-vessels require longer lifting distances and greater coordination with customers to stow boxes in the most efficient manner –– without this effort from both parties productivity will naturally suffer as operations are suboptimal. This will increase pressure on terminals even as other alliances and sharing agreements are formed,” she said. Pressure to build larger vessels may be lower Pressure to build larger ships to compete with the 18,000-plus-TEU Triple E vessels being deployed by Maersk may also be eased. In a transport research report, Goldman Sachs said there was now a less urgent need for Asian liners to catch up on vessel sizes and scale in order to compete with P3. It also noted that shipyards were mostly full until 2017, “which could mean limited impact on immediate supply-demand balance of the industry in the next one to two years.” “The concerns built up from Asia liners on P3’s absolute market share advantage and lowest-in-class cost base were partly behind the alliances and new orders, and were attempts to position themselves with a lower cost base to compete with the P3 carriers,” according to the Goldman Sachs report. Citi Research China transport analyst Vivian Tao agreed that with the abandonment of P3, the potential competitive pressure from a much stronger alliance on Asian carriers had been relieved, especially on the Asia-Europe trade. But she said the rejection of the P3 alliance would have limited impact on Asian ports. Contact Greg Knowler at gknowler@joc.com and follow him on Twitter: @greg_knowler .

Pressure off G6 and CKYHE as alliances focus on global networks

<div class="phx-topic abstract-wrapper">The NMFTA’s preliminary freight charges API helps notify shippers of changes to charges, including reweighing and classification, before delivery and final invoicing.</div>

The NMFTA’s preliminary freight charges API helps notify shippers of changes to charges, including reweighing and classification, before delivery and final invoicing.

Feature image

<div class="phx-topic">A new technical standard aims to plug a gap in less-than-truckload (LTL) visibility by giving shippers a better view of how LTL charges may change as shipments cross docks. The release of the preliminary freight charges application programming interface (API) standard last week comes as <a href="https://www.joc.com/article/us-ltl-rates-still-rising-after-muted-response-to-shipment-reclassification-6063877">LTL charges are in flux</a>. Changes to the National Motor Freight Classification (NMFC) may increase, or decrease, the rates shippers pay. “It remains to be seen how many invoices will be changed because of the NMFC reclassification,” said Brian Thompson, chairman of the Digital LTL Council, a division of the National Motor Freight Traffic Association (NMFTA). ”We really wanted to get out in the forefront of those NMFC changes,” said Thompson, who also is chief commercial officer for SMC3, an LTL association and data solutions provider. Revisions to the NMFC that took effect July 19 shifted more than 2,000 products or commodities into classes determined by density alone, rather than other shipping characteristics. The new API brings the NMFTA closer to offering a set of digital standards covering LTL shipping processes from a shipper’s dock to final delivery at a consignee. The preliminary freight charges API follows an electronic bill of lading standard and a standard for pickup requests and visibility, Thompson said. An in-transit visibility API standard is slated for release by the Digital LTL Council later this year, he said. <h3>Changes in transit </h3>The preliminary freight charges standard addresses a problem for shippers that has grown as new technology becomes available for carriers: invoices that change in transit. More and more carriers have dimensioners and scales used to reweigh shipments and reclassify them after they reach a carrier’s dock. That can lead to <a href="https://www.joc.com/article/us-ltl-carriers-laying-groundwork-for-higher-pricing-in-2025-5822094">changes in billed charges</a> that a shipper may not see until an invoice is reviewed weeks later. “This is really valuable for shippers and third-party logistics providers,” said Scooter Sayers, director of business development/LTL solutions for Cubiscan. “It’s all about early visibility, passing information back and forth and getting everybody on the same page.” Cubiscan develops dimensioning equipment and is not part of the LTL Digital Council. Logistics providers and carriers are already providing preliminary data on freight charges to shippers, but “putting a standard out there makes things easier for everybody,” Sayers said. Contact William B. Cassidy at <a href="mailto://bill.cassidy@spglobal.com">bill.cassidy@spglobal.com</a>. </div>

A new technical standard aims to plug a gap in less-than-truckload (LTL) visibility by giving shippers a better view of how LTL charges may change as shipments cross docks. The release of the preliminary freight charges application programming interface (API) standard last week comes as LTL charges are in flux . Changes to the National Motor Freight Classification (NMFC) may increase, or decrease, the rates shippers pay. “It remains to be seen how many invoices will be changed because of the NMFC reclassification,” said Brian Thompson, chairman of the Digital LTL Council, a division of the National Motor Freight Traffic Association (NMFTA). ”We really wanted to get out in the forefront of those NMFC changes,” said Thompson, who also is chief commercial officer for SMC3, an LTL association and data solutions provider. Revisions to the NMFC that took effect July 19 shifted more than 2,000 products or commodities into classes determined by density alone, rather than other shipping characteristics. The new API brings the NMFTA closer to offering a set of digital standards covering LTL shipping processes from a shipper’s dock to final delivery at a consignee. The preliminary freight charges API follows an electronic bill of lading standard and a standard for pickup requests and visibility, Thompson said. An in-transit visibility API standard is slated for release by the Digital LTL Council later this year, he said. Changes in transit The preliminary freight charges standard addresses a problem for shippers that has grown as new technology becomes available for carriers: invoices that change in transit. More and more carriers have dimensioners and scales used to reweigh shipments and reclassify them after they reach a carrier’s dock. That can lead to changes in billed charges that a shipper may not see until an invoice is reviewed weeks later. “This is really valuable for shippers and third-party logistics providers,” said Scooter Sayers, director of business development/LTL solutions for Cubiscan. “It’s all about early visibility, passing information back and forth and getting everybody on the same page.” Cubiscan develops dimensioning equipment and is not part of the LTL Digital Council. Logistics providers and carriers are already providing preliminary data on freight charges to shippers, but “putting a standard out there makes things easier for everybody,” Sayers said. Contact William B. Cassidy at bill.cassidy@spglobal.com .

Trucking News

Logistics Technology News

Surface

New API standard advances LTL billing transparency

<div class="phx-topic abstract-wrapper">The upbeat results have led several carriers to invest in new tonnage, with vessels scheduled for delivery in 2027 and 2028.</div>

The upbeat results have led several carriers to invest in new tonnage, with vessels scheduled for delivery in 2027 and 2028.

<div class="phx-topic">Intra-Asia carriers saw net profits surge in the first half of the year on the back of strong gains in freight rates and cargo volumes. The upbeat results have led several carriers to invest in new tonnage, with vessels scheduled for delivery in 2027 and 2028. Forwarders said rates and container volumes have been supported by tight capacity partly caused by mainline carriers blanking sailings in April and May. Highlighting the buoyant trading environment, Hong Kong-listed SITC said average revenue per TEU in the first half increased 23% to $776 per TEU from $632/TEU in the prior year. This helped the carrier post an 80% increase in first-half net profit to $630 million, SITC said in a stock exchange filing. Cargo volumes rose 7% to 1.8 million TEUs. Rival Hong Kong-listed regional carrier TS Lines said it expected interim net profit to surge by up to 225% to between $180 million and $200 million, from $56 million last year, when it reports its results on Aug. 25. The increase was due to higher freight rates and an “increase in charter hire revenue” from vessels chartered to other carriers, TS said. Thailand’s Regional Container Lines (RCL) saw its net profit soar 130% to $124 million in the first half, driven by a 28% increase in freight income and a 12% rise in liftings, the carrier said. The strong results, meanwhile, have led some intra-Asia carriers to expand their fleets with new vessel orders and launch new services, including long-haul loops. TS Lines, SITC and South Korean carriers Sinokor Merchant Marine and CK Line have recently placed orders for a total of 16 ships. The largest order, worth $612 million, was awarded by Sinokor for four 13,000-TEU ships with delivery in 2028. RCL completed the delivery of six 7,000-TEU and 12,000-TEU vessels earlier this year as part of a plan to expand its network beyond Asia with the launch of an Asia-Mexico service with six other carriers including TS Lines, Sinokor, Korea Marine Transport Company (KMTC) and China’s Sinotrans Container Line. Contact Keith Wallis at <a href="mailto:keithwallis@hotmail.com">keithwallis@hotmail.com</a>.</div>

Intra-Asia carriers saw net profits surge in the first half of the year on the back of strong gains in freight rates and cargo volumes. The upbeat results have led several carriers to invest in new tonnage, with vessels scheduled for delivery in 2027 and 2028. Forwarders said rates and container volumes have been supported by tight capacity partly caused by mainline carriers blanking sailings in April and May. Highlighting the buoyant trading environment, Hong Kong-listed SITC said average revenue per TEU in the first half increased 23% to $776 per TEU from $632/TEU in the prior year. This helped the carrier post an 80% increase in first-half net profit to $630 million, SITC said in a stock exchange filing. Cargo volumes rose 7% to 1.8 million TEUs. Rival Hong Kong-listed regional carrier TS Lines said it expected interim net profit to surge by up to 225% to between $180 million and $200 million, from $56 million last year, when it reports its results on Aug. 25. The increase was due to higher freight rates and an “increase in charter hire revenue” from vessels chartered to other carriers, TS said. Thailand’s Regional Container Lines (RCL) saw its net profit soar 130% to $124 million in the first half, driven by a 28% increase in freight income and a 12% rise in liftings, the carrier said. The strong results, meanwhile, have led some intra-Asia carriers to expand their fleets with new vessel orders and launch new services, including long-haul loops. TS Lines, SITC and South Korean carriers Sinokor Merchant Marine and CK Line have recently placed orders for a total of 16 ships. The largest order, worth $612 million, was awarded by Sinokor for four 13,000-TEU ships with delivery in 2028. RCL completed the delivery of six 7,000-TEU and 12,000-TEU vessels earlier this year as part of a plan to expand its network beyond Asia with the launch of an Asia-Mexico service with six other carriers including TS Lines, Sinokor, Korea Marine Transport Company (KMTC) and China’s Sinotrans Container Line. Contact Keith Wallis at keithwallis@hotmail.com .

Container Shipping News

Container lines

Maritime

Intra-Asia carriers see H1 profits surge on higher freight rates, cargo volumes

<div class="phx-topic abstract-wrapper">Fragmentation and systems that don’t “talk to each other” are holding back the effective use of data in the project cargo industry, stakeholders say.</div>

Fragmentation and systems that don’t “talk to each other” are holding back the effective use of data in the project cargo industry, stakeholders say.

<div class="phx-topic">The slow pace of digitalization in the “super cautious” breakbulk and project logistics industry means engineering, procurement and construction (EPC) firms could be risking excess costs, more waste and less efficiency, according to EPC executives. A traditional mindset, difficulty gaining access to meaningful data and a lack of understanding around real-time large data transfers and analytics are among the factors holding back progress in a project logistics sector already heavy with fragmentation. “As an industry we don’t use data as effectively as we could do,” said Andy Young, corporate manager of logistics at Bechtel Global Logistics. Describing digitalization as a “risk topic,” he said the first challenge is getting the data from logistics services providers. “It’s better if you’re clear with them what you want the data for and how you intend to use it,” he said. Second is understanding how to handle real-time large data transfers — for example, what software and/or platform to use. “Also, integration with freight forwarders’ systems seems to be advanced, but not so with other logistics service providers,” said Young. “Being able to standardize and consolidate data across multiple logistics services providers, multiple projects, and modes of transport brings benefits.” Some project cargo forwarders allow portal access to their transportation management systems (TMSs), and some agree to data transfer. “Credit to them — they have been at the forefront of digitalization in logistics and their wider supply chain service offerings,” Young said. <h3>Fragmentation stymieing progress </h3>Brandy Aurich, vice president/global head of strategy at freight forwarder DHL Global Forwarding Industrial Projects, told the Journal of Commerce that industry fragmentation was one of the biggest challenges to digitalization. Early partnership is crucial, but shippers and forwarders are often at different stages of the digitalization journey. “If a shipper’s goal, focus, and stage in the digitalization journey are much further along than the forwarder or other suppliers, it becomes very difficult to get on the same page,” Aurich said. “On large projects, implementation moves quickly — so if you are not aligned as partners from the start, you may not have the time to get where you need to be.” Many systems don’t interact. “You have a variety of systems across the supply chain, but they don’t necessarily talk to each other,” she said. “Getting them to a point where they can communicate with each other takes significant investment, resources and time.” Aurich said there is a big gap between “wanting to be digital” and being ready and able to get there — “and that’s from both sides.” Another issue is data quality. “Is the data clean, where is that source of truth, can we trust the data?,” she said. “A shipper may provide a certain set of data, while the forwarder has another, and aligning those is critical.” A lack of expertise is also a factor. You can’t just hire a data analyst, she said; you need people who are experts in, or at least understand, project logistics and the complexities of the supply chain. Whether a company hires a project logistics specialist and trains them in data analytics, or does things the other way around, “either way it takes time, investment, and real commitment,” said Aurich. “First, look internally — do we already have people who understand project logistics and might be interested in moving into a data analyst’s role? If not, we need to be more open-minded when we are hiring data analysts or technology specialists,” she said. “Can they learn and grow in a project logistics environment? Are they willing to put in the time?” <h3>Relationships are key </h3>Young emphasized giving the right tools and support to logisticians who are being “turned into” data analysts. “You need to understand logistics, what you want to discover, what the trends are telling you,” he said. An effective strategy requires working with logistics service providers willing to partner on a digitalization journey — even if that might uncover some uncomfortable truths, Young added. “They must be willing to provide data even if it’s not ‘flattering’ to their own performance,” he said. “Fundamentally, it’s about honesty and trust, and the relationship you have with them.” The accumulation and analysis of data can drive business decisions and, more importantly, define strategy, said Young. Performance metrics can encompass areas such as container utilization, on-time status, detention, and damage ratios. Data can be used to measure logistics services providers’ performance in an ongoing project, to inform a new competitive bid, or to benchmark projects internally. Monitoring costs, volumes, locations and durations helps to identify trends and be more predictive. Consolidating data can enable accurate planning of site resources weeks in advance, including laydown allocation, labor and equipment — avoiding the scenario of having 20 people and six all-terrain cranes on site when 10 and two, respectively, would suffice. “A project trending the wrong way on pick-up times indicates a problem with the supplier, the logistics service provider or even our own project management,” Young said. “By tracking KPIs [key performance indicators], we can see early on if there is a problem — and take action to fix it.” Contact Felicity Landon on <a href="mailto:felicity@felicitylandon.com">felicity@felicitylandon.com</a>.</div>

The slow pace of digitalization in the “super cautious” breakbulk and project logistics industry means engineering, procurement and construction (EPC) firms could be risking excess costs, more waste and less efficiency, according to EPC executives. A traditional mindset, difficulty gaining access to meaningful data and a lack of understanding around real-time large data transfers and analytics are among the factors holding back progress in a project logistics sector already heavy with fragmentation. “As an industry we don’t use data as effectively as we could do,” said Andy Young, corporate manager of logistics at Bechtel Global Logistics. Describing digitalization as a “risk topic,” he said the first challenge is getting the data from logistics services providers. “It’s better if you’re clear with them what you want the data for and how you intend to use it,” he said. Second is understanding how to handle real-time large data transfers — for example, what software and/or platform to use. “Also, integration with freight forwarders’ systems seems to be advanced, but not so with other logistics service providers,” said Young. “Being able to standardize and consolidate data across multiple logistics services providers, multiple projects, and modes of transport brings benefits.” Some project cargo forwarders allow portal access to their transportation management systems (TMSs), and some agree to data transfer. “Credit to them — they have been at the forefront of digitalization in logistics and their wider supply chain service offerings,” Young said. Fragmentation stymieing progress Brandy Aurich, vice president/global head of strategy at freight forwarder DHL Global Forwarding Industrial Projects, told the Journal of Commerce that industry fragmentation was one of the biggest challenges to digitalization. Early partnership is crucial, but shippers and forwarders are often at different stages of the digitalization journey. “If a shipper’s goal, focus, and stage in the digitalization journey are much further along than the forwarder or other suppliers, it becomes very difficult to get on the same page,” Aurich said. “On large projects, implementation moves quickly — so if you are not aligned as partners from the start, you may not have the time to get where you need to be.” Many systems don’t interact. “You have a variety of systems across the supply chain, but they don’t necessarily talk to each other,” she said. “Getting them to a point where they can communicate with each other takes significant investment, resources and time.” Aurich said there is a big gap between “wanting to be digital” and being ready and able to get there — “and that’s from both sides.” Another issue is data quality. “Is the data clean, where is that source of truth, can we trust the data?,” she said. “A shipper may provide a certain set of data, while the forwarder has another, and aligning those is critical.” A lack of expertise is also a factor. You can’t just hire a data analyst, she said; you need people who are experts in, or at least understand, project logistics and the complexities of the supply chain. Whether a company hires a project logistics specialist and trains them in data analytics, or does things the other way around, “either way it takes time, investment, and real commitment,” said Aurich. “First, look internally — do we already have people who understand project logistics and might be interested in moving into a data analyst’s role? If not, we need to be more open-minded when we are hiring data analysts or technology specialists,” she said. “Can they learn and grow in a project logistics environment? Are they willing to put in the time?” Relationships are key Young emphasized giving the right tools and support to logisticians who are being “turned into” data analysts. “You need to understand logistics, what you want to discover, what the trends are telling you,” he said. An effective strategy requires working with logistics service providers willing to partner on a digitalization journey — even if that might uncover some uncomfortable truths, Young added. “They must be willing to provide data even if it’s not ‘flattering’ to their own performance,” he said. “Fundamentally, it’s about honesty and trust, and the relationship you have with them.” The accumulation and analysis of data can drive business decisions and, more importantly, define strategy, said Young. Performance metrics can encompass areas such as container utilization, on-time status, detention, and damage ratios. Data can be used to measure logistics services providers’ performance in an ongoing project, to inform a new competitive bid, or to benchmark projects internally. Monitoring costs, volumes, locations and durations helps to identify trends and be more predictive. Consolidating data can enable accurate planning of site resources weeks in advance, including laydown allocation, labor and equipment — avoiding the scenario of having 20 people and six all-terrain cranes on site when 10 and two, respectively, would suffice. “A project trending the wrong way on pick-up times indicates a problem with the supplier, the logistics service provider or even our own project management,” Young said. “By tracking KPIs [key performance indicators], we can see early on if there is a problem — and take action to fix it.” Contact Felicity Landon on felicity@felicitylandon.com .

Breakbulk News

Breakbulk carriers

Heavy-haul transport

Project cargo

Slow-moving digitalization is threat to project sector progress, EPCs warn

<div class="phx-topic abstract-wrapper">The all-Scandinavian takeover will combine data sources in a move designed to bring transparency and efficiency to how ocean freight is bought and sold, Xeneta CEO Patrick Berglund says. </div>

The all-Scandinavian takeover will combine data sources in a move designed to bring transparency and efficiency to how ocean freight is bought and sold, Xeneta CEO Patrick Berglund says.

<div class="phx-topic">Rate benchmarking platform Xeneta said Monday it has acquired fellow maritime and supply chain data company eeSea, creating a combined data source meant to provide deeper insight into an increasingly disrupted container shipping market. Oslo-based Xeneta will add Copenhagen-headquartered eeSea’s global schedule, capacity, transit time and reliability data to its wide range of freight rate information and analysis across major trade lanes, Xeneta said in a statement. Financial details of the transaction were not disclosed. Xeneta CEO Patrik Berglund said the acquisition would further a shared mission by the two companies to bring transparency and efficiency to how ocean freight is bought and sold. “Our combined data sources and coverage will provide customers with more actionable intelligence to control freight spend, as well as delivery reliability,” Berglund said in the statement. Xeneta counts global shippers such as Nestlé, Volvo and Coca-Cola among the customers that use its platform. Simon Sundboell, eeSea’s founder and CEO, said he was fully onboard with Xeneta’s commitment to changing the way ocean freight is negotiated. “A true partnership between carriers and cargo owners relies not only on the freight rates paid, but also on the operational performance provided by the carrier, such as transit times, reliability, canceled sailings, weekly stability and schedule forecasting accuracy,” Sundboell said in the statement. Founded in 2015, eeSea offers insights and predictive analysis for the global container shipping industry. Combining multiple data sources and understanding historical patterns, the eeSea platform offers real-time vessel tracking and forecasting, reliability and transit time analytics and strategic insight into trade lane capacity, including canceled sailings. The Journal of Commerce has data usage deals with both Xeneta and eeSea. Contact Greg Knowler at <a href="mailto:greg.knowler@spglobal.com">greg.knowler@spglobal.com</a>. </div>

Rate benchmarking platform Xeneta said Monday it has acquired fellow maritime and supply chain data company eeSea, creating a combined data source meant to provide deeper insight into an increasingly disrupted container shipping market. Oslo-based Xeneta will add Copenhagen-headquartered eeSea’s global schedule, capacity, transit time and reliability data to its wide range of freight rate information and analysis across major trade lanes, Xeneta said in a statement. Financial details of the transaction were not disclosed. Xeneta CEO Patrik Berglund said the acquisition would further a shared mission by the two companies to bring transparency and efficiency to how ocean freight is bought and sold. “Our combined data sources and coverage will provide customers with more actionable intelligence to control freight spend, as well as delivery reliability,” Berglund said in the statement. Xeneta counts global shippers such as Nestlé, Volvo and Coca-Cola among the customers that use its platform. Simon Sundboell, eeSea’s founder and CEO, said he was fully onboard with Xeneta’s commitment to changing the way ocean freight is negotiated. “A true partnership between carriers and cargo owners relies not only on the freight rates paid, but also on the operational performance provided by the carrier, such as transit times, reliability, canceled sailings, weekly stability and schedule forecasting accuracy,” Sundboell said in the statement. Founded in 2015, eeSea offers insights and predictive analysis for the global container shipping industry. Combining multiple data sources and understanding historical patterns, the eeSea platform offers real-time vessel tracking and forecasting, reliability and transit time analytics and strategic insight into trade lane capacity, including canceled sailings. The Journal of Commerce has data usage deals with both Xeneta and eeSea. Contact Greg Knowler at greg.knowler@spglobal.com .

Xeneta expands shipping data footprint with acquisition of eeSea

<div class="phx-topic abstract-wrapper">Outpost’s technology aims to answer key supply chain security questions and clarify visibility at terminal gates. </div>

Outpost’s technology aims to answer key supply chain security questions and clarify visibility at terminal gates.

<div class="phx-topic">A company building a network of <a href="https://www.joc.com/article/shipper-need-for-agility-fuels-growth-of-us-shared-terminal-trucking-network-6026788">shared terminals for trucking companies</a> and their customers is offering technology designed to overcome one of the main obstacles to supply chain visibility and security: the gate. Outpost, a company founded in 2021 to provide secure fleet yards for truck parking, on Thursday launched a gate automation platform based in part on AI. The technology is designed to identify trucks, tractors, drivers and trailer seals as a vehicle approaches the gate and then clear the vehicle to enter or decline entry. “The reality of a modern industrial gate is that it’s both a security point and an operational control point,” Greg Akselrod, chief technology officer for Outpost, told the Journal of Commerce. The security function is focused on the actual location and decides whether a tractor-trailer gets access to a facility. The operational function is more closely tied to overall supply chain visibility and integrated with Outpost’s network and the customer’s systems. “Tying all this information into one central management layer creates a level of coordination that’s an overlooked opportunity for visibility and control in the supply chain,” said Akselrod. “That creates a ton of ways to offer efficiencies and lower costs.” <h3>Working in a shared space </h3>Outpost isn’t alone in recognizing the problem with gates. Companies, including logistics provider C.H. Robinson Worldwide, are looking into ways to use AI to tackle security issues at terminal and warehouse gates and <a href="https://www.joc.com/article/ch-robinson-using-ai-to-advance-touchless-truck-scheduling-5214959">help speed truck appointments</a>. What differentiates Outpost is its terminal model, in which several trucking companies, shippers and logistics partners work together in a shared space. “We really see this as key to the fabric of interconnected terminals,” Akselrod said. However, the gate to a truck yard or distribution center or manufacturing plant often is the least automated part of a facility. The historical solution has been to put someone in a gatehouse, but that’s an increasingly inefficient solution, according to Outpost. “Our research shows that the average cost of having someone at a gate, 24/7, is about $25,000 a month,” he said, claiming automation can reduce that cost by 70%. Outpost is offering the technology to customers within its network and to those who want to install it at external facilities, Akselrod said. “We’ve had strong interest from motor carriers, shippers, distribution centers and even railroads,” he said. “The value is outsized when you have a network of facilities.” Contact William B. Cassidy at <a href="mailto://bill.cassidy@spglobal.com">bill.cassidy@spglobal.com</a>.</div>

A company building a network of shared terminals for trucking companies and their customers is offering technology designed to overcome one of the main obstacles to supply chain visibility and security: the gate. Outpost, a company founded in 2021 to provide secure fleet yards for truck parking, on Thursday launched a gate automation platform based in part on AI. The technology is designed to identify trucks, tractors, drivers and trailer seals as a vehicle approaches the gate and then clear the vehicle to enter or decline entry. “The reality of a modern industrial gate is that it’s both a security point and an operational control point,” Greg Akselrod, chief technology officer for Outpost, told the Journal of Commerce. The security function is focused on the actual location and decides whether a tractor-trailer gets access to a facility. The operational function is more closely tied to overall supply chain visibility and integrated with Outpost’s network and the customer’s systems. “Tying all this information into one central management layer creates a level of coordination that’s an overlooked opportunity for visibility and control in the supply chain,” said Akselrod. “That creates a ton of ways to offer efficiencies and lower costs.” Working in a shared space Outpost isn’t alone in recognizing the problem with gates. Companies, including logistics provider C.H. Robinson Worldwide, are looking into ways to use AI to tackle security issues at terminal and warehouse gates and help speed truck appointments . What differentiates Outpost is its terminal model, in which several trucking companies, shippers and logistics partners work together in a shared space. “We really see this as key to the fabric of interconnected terminals,” Akselrod said. However, the gate to a truck yard or distribution center or manufacturing plant often is the least automated part of a facility. The historical solution has been to put someone in a gatehouse, but that’s an increasingly inefficient solution, according to Outpost. “Our research shows that the average cost of having someone at a gate, 24/7, is about $25,000 a month,” he said, claiming automation can reduce that cost by 70%. Outpost is offering the technology to customers within its network and to those who want to install it at external facilities, Akselrod said. “We’ve had strong interest from motor carriers, shippers, distribution centers and even railroads,” he said. “The value is outsized when you have a network of facilities.” Contact William B. Cassidy at bill.cassidy@spglobal.com .

Supply chain

Shared-terminal operator rolls out AI-based gate security platform

Use code TPM26GW995 at checkout to save $500 on first year of a Gold subscription and 20% on a TPM26 registration!

Subscribe Now - FT/Anonymous to Gold - Wide Box

SAVE ON A GOLD SUBSCRIPTION AND TPM26

Use code GTW695 at checkout and save $800 on first year of an annual Gold subscription!

Upgrade Subscription - Gold Trials

Become a Gold Subscriber and Save!

Use code TPMGW595 at checkout to save $900 on first year of a Gold subscription and 20% on a TPM26 registration!

Upgrade Subscription - S/SP to Gold - Wide Box

UPGRADE TO GOLD FOR JUST $595

Arm your team with the most trusted information portal for the international container shipping industry.

Group Subscriptions - Wide Box

Get into a group subscription today

Access Journal of Commerce content for 30 days

Free Trial - Wide Box

START A FREE TRIAL TODAY

Use code STS20 at checkout to save 20% on a Silver or Silver Plus annual subscription! 

Subscribe Now - FT/Anonymous to S/SP - Wide Box

SUBSCRIBE AND SAVE

At SSA Marine Mexico, we firmly believe that business development must go hand in hand with social and environmental well-being. Our vision is not solely focused on operating efficiently, but also on creating a meaningful and positive impact in the communities where we are present. Since 1995, we have reaffirmed this commitment through tangible actions that reflect our core values of responsibility, solidarity, and sustainability. <span class="joc_admin__inline-image joc_admin__inline-image-aspect-ratio-3_2 joc_admin__inline-image-position-left joc_admin__inline-image-size-medium" data-figure-size="medium" data-figure-position="left" data-figure-aspect-ratio="3:2"><img src="/content-assets/1752584535914_Photo%201.jpg" alt="" class="joc_admin__inline-image-inherit"> A Year of Major Achievements Over the past year, we allocated more than $107,000 USD to the implementation of 60 social and environmental projects, positively impacting over 7,800 people across various regions of Mexico. Each initiative was designed with a holistic approach, addressing key areas that contribute to long-term community development. Education: Laying the Foundation for the Future Education is one of the most powerful tools to promote social mobility and equitable development. At SSA Marine Mexico, we support academic initiatives that inspire and empower the next generation of leaders. One of our most impactful partnerships was with the University of Colima, where we sponsored the “Reto Camp” program. This initiative encourages university students to develop innovative solutions in the fields of sustainability, logistics, and port operations, offering them mentorship, tools, and real-world challenges to solve. In addition, we donated microscopes, school supplies, and educational materials to institutions in underserved communities, helping to improve the learning environment and provide students with the resources they need to succeed. Health and Sports: Promoting Wellness We believe that healthy communities are strong communities. We have supported several local sporting events and provided direct assistance to talented athletes, enabling them to pursue their passions and represent their regions with pride. Beyond sports, we also strengthened our collaboration with critical emergency response organizations such as the Mexican Red Cross and Civil Protection. Our contributions helped enhance their readiness and capabilities in times of crisis, ensuring better outcomes for those affected by emergencies. Supporting Vulnerable Groups: Reaching Those Who Need It Most A core part of our social responsibility efforts is directed toward supporting vulnerable populations. We have contributed to a range of initiatives focused on children, migrants, and at-risk families. These efforts included donations to orphanages and shelters, as well as support for the National Institute of Migration and grassroots organizations dedicated to protecting and empowering people facing adversity. By standing with those in need, we reinforce our commitment to inclusion and social justice, values that are central to our identity as a responsible company. <span class="joc_admin__inline-image joc_admin__inline-image-aspect-ratio-3_2 joc_admin__inline-image-position-left joc_admin__inline-image-size-medium" data-figure-size="medium" data-figure-position="left" data-figure-aspect-ratio="3:2"><img src="/content-assets/1752584944645_Photo%202.png" alt="" class="joc_admin__inline-image-inherit">Culture: Strengthening Community Identity Cultural identity is a key element in building resilient and united communities. At SSA Marine Mexico, we actively participate in the organization and sponsorship of cultural events that celebrate local traditions and foster civic pride. Working alongside port authorities and municipal governments, we helped bring music, art, and heritage to the forefront, creating spaces for community engagement and intercultural dialogue. Environment: Investing in the Planet Our commitment to sustainability goes beyond operations—it’s a philosophy that drives every decision we make. We have partnered with environmental institutions to carry out reforestation campaigns, beach cleanups, and conservation efforts. In collaboration with the Institute for the Environment, we supported initiatives aimed at decarbonization, biodiversity protection, and environmental education. By involving our employees and local volunteers in these actions, we also foster a culture of environmental stewardship throughout our organization and our surrounding communities. Innovation for a Sustainable Future Sustainability is not just about doing good—it’s also about doing things better. In 2024, we invested $22 million USD in the acquisition of 11 state-of-the-art E-RTG cranes. These electric rubber-tired gantry cranes represent a significant technological advancement in port equipment. Seven of them are already operating on clean electric energy, resulting in a reduction of nearly 4,000 tons of CO₂ emissions and improving operational efficiency by 7%. The remaining four cranes are fully compatible with future electrification, underscoring our long-term strategy to modernize our operations in an environmentally responsible way. This investment is part of a broader innovation roadmap that includes digitalization, automation, and cleaner energy sources—all designed to ensure that our ports continue to grow without compromising the health of our planet. Building a Better Tomorrow, Together At SSA Marine Mexico, we understand that sustainability is a shared and ongoing responsibility. True impact requires collaboration across sectors, long-term vision, and unwavering commitment. That is why we continue to work hand-in-hand with local authorities, non-profit organizations, universities, and our own employees to create solutions that are both scalable and sustainable. Our journey is far from over. In the years ahead, we will continue to deepen our community engagement, explore cleaner technologies, and strengthen the social fabric of the regions where we operate. Each initiative, no matter the size, is a step toward building a future where business success goes hand-in-hand with human and environmental prosperity. We are proud of what we have achieved in 2024, but we are even more excited about what lies ahead. SSA Marine Mexico — Moving the World, Caring for People and Planet. LINK: https://www.ssamarine.mx/

Photo 2.png

SSA Marine Mexico: True Commitment to Sustainability

SAVE ON A GOLD SUBSCRIPTION: Use code TPM26GW995 to save $500 on an annual Gold subscription and 20% on a TPM26 registration!

Subscribe Now - FT/Anonymous to Gold - Offer Box

UPGRADE TO GOLD AND SAVE: Use code GTW695 at checkout and save $800 on first year of a Gold subscription!

Upgrade Subscription

SUBSCRIBE AND SAVE: Use code STSW20 to save 20% on first year of a Silver or Silver Plus annual subscription!


Subscribe Now - FT/Anonymous to S/SP - Offer Box

GET INTO A GROUP SUBSCRIPTION: Arm your team with unlimited Journal of Commerce content

Group Subscriptions - Offer Box

Group Subscriptions

UPGRADE TO GOLD AND SAVE: Use code TPMGW595 at checkout to save $900 on first year of a Gold subscription and 20% on TPM26! 

Upgrade Subscription - S/SP to Gold - Offer Box

START A FREE TRIAL: Access Journal of Commerce content for 30 days

Free Trial - Offer Box

Free Trial

Monthly publication providing an editorial deep dive into global supply chain news

Journal of Commerce Magazine - Rectangle Box

Journal of Commerce Magazine

An in-depth analysis of transport trends in the multipurpose and heavy-lift fleet segment

Breakbulk Report - Rectangle Box

Breakbulk Quarterly

Customers scoring their intermodal partners to identify the best service providers

Latest News

More News & Analysis

New API standard advances LTL billing transparency

Intra-Asia carriers see H1 profits surge on higher freight rates, cargo volumes

Slow-moving digitalization is threat to project sector progress, EPCs warn