<div class="phx-topic abstract-wrapper">Container lines are postponing peak-season surcharges on the trans-Pacific.</div>

Container lines are postponing peak-season surcharges on the trans-Pacific.

<div>In an exercise that is likely to be repeated in the weeks ahead by other container lines, <a>CMA CGM</a> notified its customers that a previously announced peak-season surcharge in the eastbound <a>trans-Pacific</a> that was scheduled to take effect on July 1 has been postponed until July 15.The customer advisory listed the proposed peak-season surcharges as $360 per 20-foot-equivalent unit, $400 per 40-foot-equivalent unit, $450 per 40-foot high cube, $450 per 40-foot refrigerated container, $510 per 45-foot container and $640 per 53-foot container. The surcharge would apply to most origin points in Asia to all U.S. ports.Hapag-Lloyd announced earlier this month...

In an exercise that is likely to be repeated in the weeks ahead by other container lines, CMA CGM notified its customers that a previously announced peak-season surcharge in the eastbound trans-Pacific that was scheduled to take effect on July 1 has been postponed until July 15. The customer advisory listed the proposed peak-season surcharges as $360 per 20-foot-equivalent unit, $400 per 40-foot-equivalent unit, $450 per 40-foot high cube, $450 per 40-foot refrigerated container, $510 per 45-foot container and $640 per 53-foot container. The surcharge would apply to most origin points in Asia to all U.S. ports. Hapag-Lloyd announced earlier this month that it was delaying implementation of its proposed peak-season surcharges from June 15 to July 1 on routes from East Asia to the U.S. and Canada. Hapag-Lloyd’s customer advisory listed the proposed surcharges as $320 per TEU and $400 per FEU. Carriers must provide at least 30-days advance notice for rate increases. As the U.S. import trade from Asia begins to transition to the busy summer-fall peak season, carriers usually test the waters with an early-summer surcharge announcement. In recent years, with so much over-capacity in the trans-Pacific, the early peak-season surcharges have not stuck. Carriers will then postpone the early surcharges and announce new dates 30-days out. Eventually, when supply-demand is more in balance, carriers begin to capture a percentage of the surcharge, but usually not the full increase. However, as the season progresses and vessels become over-booked, carriers are usually able to retain a higher percentage of the surcharge, especially from smaller importers and NVOs. l Trans-Pacific carriers are working to make rate increases stick by cutting capacity. China Cosco Shipping, the Ocean Three and the G6 Alliance have all cut services , resulting in a 1 percent drop in trans-Pacific capacity equal to 16,000 TEUs, according to Alphaliner. In recent years, August has been the busiest month of the year for West Coast ports, with another cargo surge coming in October. September is usually busy for East Coast ports, although volumes there tend to be more consistent during the summer and fall months because of capacity constraints at the Panama Canal. This summer will usher in a new capacity environment with the opening at the end of this week of the third set of locks at the canal. Vessel sizes initially will probably double from about 4,500 TEUs today to ships of 8,000 TEUs to 10,000 TEUs. However, it will take some weeks for carriers to test the new locks and phase in their rotations. Total U.S. import growth in 2016 is still very much in question, with the Global Port Tracker predicting minimal growth of about 1 percent from 2015. However, IHS Senior Economist Mario Moreno projects 5.7 percent growth .Contact Bill Mongelluzzo at bill.mongelluzzo@ihs.com and follow him on Twitter: @billmongelluzzo .

Container lines

Trans-Pacific peak-season surcharge postponements point to weak demand

<div class="phx-topic abstract-wrapper">The Journal of Commerce Truckload Capacity Index hit an all-time low of 72.4% in the third quarter as big carriers culled trucks, expecting a “challenging” end to 2025. </div>

The Journal of Commerce Truckload Capacity Index hit an all-time low of 72.4% in the third quarter as big carriers culled trucks, expecting a “challenging” end to 2025.

Feature image

<div class="phx-topic">Large US truckload carriers are cutting into their fleets again, attempting to reduce capacity to match low levels of demand and to fatten thinning profit margins. Additional freight those carriers anticipated in the fourth quarter has yet to arrive on docks. After rising in the second quarter, the Journal of Commerce Truckload Capacity Index dropped 3.6 percentage points to 72.4% in the third quarter, an all-time low for the index, which runs back to the 2008–09 Great Recession. The index dropped 4.2 points year over year. The previous all-time low for the index, which measures capacity in terms of actual truck counts at a group of large publicly-owned carriers, was 73.8% in the 2013 fourth quarter. <div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="1c27408c-a4a7-4bbf-84f5-4fe3e53846e0"></dynamic-object></div>Large truckload carriers believe even more capacity will leave the overall trucking market, with stricter regulatory enforcement taking out a large, although undefined number of small truckload carriers. Those large carriers continue to shift assets to dedicated business. “We anticipate the fourth quarter to remain challenging, with the continuation of the soft freight market,” James Grant, CFO of Tennessee-based truckload carrier Covenant Logistics, said during a third-quarter earnings call last month. In addition to the overall market softness, Grant cited the US government shutdown, which affects Covenant’s business with the US Department of Defense, and some customer bankruptcies. But Covenant is more bullish about 2026, 2027 and even 2028. “I’m more excited right now than I've ever been in my entire career for the next two to three years,” Covenant CEO David Parker told analysts. The exit of non-English-speaking and non-domiciled drivers is “an avalanche in the process of happening,” he said. Others are still looking for signs that <a href="https://www.joc.com/article/industry-group-calls-for-tougher-licensing-better-training-amid-trucker-crackdown-6101323">increased enforcement</a> of English-language proficiency (ELP) requirements and limits on non-domiciled commercial driver’s licenses (CDLs) will amount to an avalanche of exiting low-priced truck capacity. “The impact on truck capacity has got to be more than zero,” Frank Lonegro, president and CEO of Landstar System, said during his company’s earnings call. But he said capacity is “going to come out over a little bit longer time than just a matter of weeks and months.” <h3>Difficulties with data </h3>Matt Muenster, Breakthrough Fuel’s chief economist, believes the impact of tighter truck driver licensing enforcement will be drawn out in a “slow-burn supply-side squeeze” that might take six months to a year to show a significant effect on available capacity. Breakthrough has tracked out-of-service (OOS) orders for ELP violations, and Muenster said the company is seeing 300 to 400 drivers put out of service a week. More than half of the OOS violations are being logged in Texas, near the US-Mexico border, he said. “Locking into data to get guidance on how this plays out is difficult,” Muenster told the Journal of Commerce. “We see a heavy impact on some fleets that have cross-border truckload movements,” especially shipments between Mexico and the US. “We’re not seeing a tremendous impact on the largest truckload fleets in the country,” Muenster said. And in terms of spot market rates, Breakthrough sees “nothing that really moves the needle nationally or regionally” in the immediate future, he said. For now, that makes control over their tractor counts one of the few levers left to those large truckload carriers. Contact William B. Cassidy at <a href="mailto:bill.cassidy@spglobal.com">bill.cassidy@spglobal.com</a>.</div>

Large US truckload carriers are cutting into their fleets again, attempting to reduce capacity to match low levels of demand and to fatten thinning profit margins. Additional freight those carriers anticipated in the fourth quarter has yet to arrive on docks. After rising in the second quarter, the Journal of Commerce Truckload Capacity Index dropped 3.6 percentage points to 72.4% in the third quarter, an all-time low for the index, which runs back to the 2008–09 Great Recession. The index dropped 4.2 points year over year. The previous all-time low for the index, which measures capacity in terms of actual truck counts at a group of large publicly-owned carriers, was 73.8% in the 2013 fourth quarter. Large truckload carriers believe even more capacity will leave the overall trucking market, with stricter regulatory enforcement taking out a large, although undefined number of small truckload carriers. Those large carriers continue to shift assets to dedicated business. “We anticipate the fourth quarter to remain challenging, with the continuation of the soft freight market,” James Grant, CFO of Tennessee-based truckload carrier Covenant Logistics, said during a third-quarter earnings call last month. In addition to the overall market softness, Grant cited the US government shutdown, which affects Covenant’s business with the US Department of Defense, and some customer bankruptcies. But Covenant is more bullish about 2026, 2027 and even 2028. “I’m more excited right now than I've ever been in my entire career for the next two to three years,” Covenant CEO David Parker told analysts. The exit of non-English-speaking and non-domiciled drivers is “an avalanche in the process of happening,” he said. Others are still looking for signs that increased enforcement of English-language proficiency (ELP) requirements and limits on non-domiciled commercial driver’s licenses (CDLs) will amount to an avalanche of exiting low-priced truck capacity. “The impact on truck capacity has got to be more than zero,” Frank Lonegro, president and CEO of Landstar System, said during his company’s earnings call. But he said capacity is “going to come out over a little bit longer time than just a matter of weeks and months.” Difficulties with data Matt Muenster, Breakthrough Fuel’s chief economist, believes the impact of tighter truck driver licensing enforcement will be drawn out in a “slow-burn supply-side squeeze” that might take six months to a year to show a significant effect on available capacity. Breakthrough has tracked out-of-service (OOS) orders for ELP violations, and Muenster said the company is seeing 300 to 400 drivers put out of service a week. More than half of the OOS violations are being logged in Texas, near the US-Mexico border, he said. “Locking into data to get guidance on how this plays out is difficult,” Muenster told the Journal of Commerce. “We see a heavy impact on some fleets that have cross-border truckload movements,” especially shipments between Mexico and the US. “We’re not seeing a tremendous impact on the largest truckload fleets in the country,” Muenster said. And in terms of spot market rates, Breakthrough sees “nothing that really moves the needle nationally or regionally” in the immediate future, he said. For now, that makes control over their tractor counts one of the few levers left to those large truckload carriers. Contact William B. Cassidy at bill.cassidy@spglobal.com .

Trucking News

Truckload

Surface

Large US truckload carriers trim tractor counts to control capacity

<div class="phx-topic abstract-wrapper">Group CEO Tobias Meyer said DHL’s freight division was affected by a weak global economy as well as a peak season in ocean freight that “failed to materialize.”</div>

Group CEO Tobias Meyer said DHL’s freight division was affected by a weak global economy as well as a peak season in ocean freight that “failed to materialize.”

<div class="phx-topic">Lower ocean freight rates hit profitability and revenue at DHL Global Forwarding’s freight division in the third quarter even as ocean and air freight volumes remained unchanged from a year earlier, the group said during an earnings briefing Thursday. The Bonn, Germany-headquartered logistics giant said total revenue in its freight division fell 9% to $5.3 billion in the third quarter against $6 billion a year earlier. Gross profit slipped 6% to $1.3 billion, while earnings before tax and interest (EBIT) fell 30% to $225 million. Within those figures, revenue from the ocean freight business slumped 20% in the third quarter to $1.5 billion, while gross profit dropped 11% from a year ago to $330 million. Air freight revenue fell 7% to $1.7 billion, although gross profit climbed 6% to $287 million. “Global Forwarding, Freight is particularly affected by the weak global economy,” DHL Group CEO Tobias Meyer said. “The peak season in ocean freight failed to materialize, and the difficult economic situation in Europe is weighing on road freight demand.” There were slightly better third-quarter results at DHL’s other divisions. Express saw revenue slip 3% to $6.8 billion, but EBIT increased 1% to $798 million. Revenue at its Supply Chain division was unchanged at $4 billion, while EBIT was 2% higher at $320 million. Overall, DHL saw group net profit move 7% higher to $1 billion in the third quarter. Group EBIT increased 8% to $1.7 billion despite a 2% slide in revenue to $23.8 billion. Meyer said the Trump administration’s tariff regime has slowed trade on routes to the US, while the end of the de minimis duty-free rule for low-value shipments has made e-commerce to the US significantly more bureaucratic, complex and expensive. He pointed out that for DHL, other routes are gaining significance. Contact Keith Wallis at <a href="mailto:keithwallis@hotmail.com">keithwallis@hotmail.com</a>.</div>

Lower ocean freight rates hit profitability and revenue at DHL Global Forwarding’s freight division in the third quarter even as ocean and air freight volumes remained unchanged from a year earlier, the group said during an earnings briefing Thursday. The Bonn, Germany-headquartered logistics giant said total revenue in its freight division fell 9% to $5.3 billion in the third quarter against $6 billion a year earlier. Gross profit slipped 6% to $1.3 billion, while earnings before tax and interest (EBIT) fell 30% to $225 million. Within those figures, revenue from the ocean freight business slumped 20% in the third quarter to $1.5 billion, while gross profit dropped 11% from a year ago to $330 million. Air freight revenue fell 7% to $1.7 billion, although gross profit climbed 6% to $287 million. “Global Forwarding, Freight is particularly affected by the weak global economy,” DHL Group CEO Tobias Meyer said. “The peak season in ocean freight failed to materialize, and the difficult economic situation in Europe is weighing on road freight demand.” There were slightly better third-quarter results at DHL’s other divisions. Express saw revenue slip 3% to $6.8 billion, but EBIT increased 1% to $798 million. Revenue at its Supply Chain division was unchanged at $4 billion, while EBIT was 2% higher at $320 million. Overall, DHL saw group net profit move 7% higher to $1 billion in the third quarter. Group EBIT increased 8% to $1.7 billion despite a 2% slide in revenue to $23.8 billion. Meyer said the Trump administration’s tariff regime has slowed trade on routes to the US, while the end of the de minimis duty-free rule for low-value shipments has made e-commerce to the US significantly more bureaucratic, complex and expensive. He pointed out that for DHL, other routes are gaining significance. Contact Keith Wallis at keithwallis@hotmail.com .

Maritime

Air Cargo

Forwarding

Supply chain

DHL Global Forwarding sees Q3 revenue drop on lower ocean rates

<div class="phx-topic abstract-wrapper">Ports that previously had been able to count on more predictable planning and certain cargo types, such as wind project equipment, are finding themselves having to take stock of their capabilities and recalibrate accordingly. </div>

Ports that previously had been able to count on more predictable planning and certain cargo types, such as wind project equipment, are finding themselves having to take stock of their capabilities and recalibrate accordingly.

<div class="phx-topic">With uncertainties stemming from tariffs, fees and shifting cargo demands, US ports are finding ways to pivot to new breakbulk and project cargo opportunities as they adapt to offset rapidly changing market conditions and domestic priorities. US ports are facing headwinds from tariffs the Trump administration has imposed on steel and aluminum imports, as well the confusion around the US Trade Representative’s (USTR’s) Section 301 action imposing fees on Chinese-owned and -built ships docking in the US. Roll-on/roll-off (ro/ro) ships and vehicle carriers were among the vessels affected by the fees, which took effect Oct. 14, although <a href="https://www.joc.com/article/us-china-suspend-reciprocal-port-fees-as-part-of-wider-trade-deal-6105849">a trade deal struck between the US and China on Oct. 30</a> included a one-year suspension of the fees, effective Nov. 10. Ports that previously had been able to count on more predictable planning and certain cargo types, such as wind project equipment, are finding themselves having to take stock of their capabilities and recalibrate accordingly. “It’s an ancient industry that’s being disturbed by a very rapid set of policy changes,” Ethan Murray, assistant operations manager for the New Hampshire Port Authority, told the Journal of Commerce. Murray said the past year has brought “turmoil” for cargo shippers and logistics agents when moving shipments to US ports. “Between the tariffs and the new sanctions on Chinese vessels, I’ve seen nothing but difficulty in landing cargoes,” he said. Murray cited one instance from over the summer, when a Baltimore-bound vessel carrying 14,000 tons of refined copper from Hamburg, Germany, was diverted to the Port of New Hampshire so the shipment could reach a US port a day or two before a 50% tariff on copper imports was set to take effect Aug. 1. However, shortly after the shipment reached New Hampshire and started unloading so the cargo could be trucked to Baltimore, the Trump administration signed a proclamation indicating that the Aug. 1 tariffs would not apply to certain types of copper — including the product in the shipment. So, the cargo went back on the ship, and the vessel sailed on to Baltimore instead. “So, there are real, additional costs that are being put on shippers,” Murray said. One upshot of these kinds of timing issues is that they have made smaller ports such as New Hampshire more appealing for certain shipments. Murray said the port has been receiving cargoes that previously would have gone elsewhere, as shippers and logistics companies have sought out ways to avoid tariffs and minimize costs. “Typically, we’re cheaper than some of the larger ports for our dockage and wharfage fees,” he said. “There’s a lot of free space and availability, versus some of the higher-volume terminals and ports.” But the tradeoff for these opportunities is uncertainty and an operating environment in which it is difficult to make plans. Murray said the port might receive an inquiry from a shipper, only to receive a last-minute notice that the cargo is heading somewhere else instead — or delayed indefinitely. “They’ll say, ‘We’ll delay it until next year,’ or three or four years out, in some cases,” he said. “Just wait out [the Trump] administration.” <h3>LNG, Meta signal project cargo windfall </h3>Janine Mansour, director of trade development for the Port of New Orleans, told the Journal of Commerce there’s been a sense of “pervasive uncertainty” across the industry when it comes to cargo planning. “It’s so difficult because of the market environment being so dynamic,” she said. “Things can change very quickly.” Mansour said the port has been courting more project cargo, as “market fluctuations” contributed to a double-digit decline in breakbulk volumes in New Orleans for the first nine months of the year. Volumes fell 15% to 1.1 million tons through September compared with the same period in 2024, according to port data. Container cargo tonnage, by comparison, rose 2% to 240,482 TEUs. Mansour said the breakbulk decline was largely driven by a decrease in raw materials, including steel, non-ferrous metals and rubber. “So, we have gone after project cargo activities more aggressively, and fortunately, we’re getting some good traction in the state,” she said. Pointing to a “healthy market” for heavy-lift cargo related to US manufacturing investments, Mansour cited the $5.8 billion steel mill that Hyundai plans to build along the Mississippi River in southeast Louisiana as a project that will generate significant cargo opportunities during construction, which is scheduled to begin in the fall of 2026. Mansour said the single-largest project driving heavy-lift cargo to the port has been Venture Global’s $28 billion CP2 LNG export project on the Gulf Coast of southwest Louisiana. Another equally massive project is the $27 billion data center Meta is building in northeast Louisiana. Construction for the 4 million-square-foot facility, Meta’s largest data center to date, began in December 2024 and is expected to continue through 2030. Mansour said the Port of New Orleans has been working closely with its two heavy-lift terminal operators, Ports America and QSL, to plan for the port’s involvement in handling the data center’s project cargo. Several investments in Louisiana projects to support electric vehicle battery production have been another bright spot for the New Orleans port, Mansour said. “While we haven’t seen a huge volume of freight yet, we’re having discussions with the companies about setting up their logistics through New Orleans,” she said. <h3>Virginia adapts heavy-lift strategy </h3>Wind project cargo has tapered off at New Orleans in recent years as shipments are trending more toward oil rig platforms and construction related to liquefied natural gas projects. “Wind was pretty strong for us for several years, but for the past few years we have not seen much in the onshore wind space,” Mansour said. Other US ports have begun to mirror that trend following the pullback on federal funding and permitting for US wind projects, coinciding with policies and investments aimed at ramping up domestic oil and gas production. The stalled development of the US wind industry has been especially pronounced for East Coast ports, several of which had been handling project cargo for the buildout of offshore wind farms in the Atlantic Ocean. Murray said he’s had conversations with representatives of other coastal ports who are exploring new cargo strategies now that multiple offshore wind projects are off the table. “Everyone who really leaned that way has, for the most part, come to regret it,” he said. As cargoes shift from wind and solar to oil and gas, some ports are using the opportunity to pivot. Offshore wind development has seeded new opportunities for the Port of Virginia, which is using the ongoing Coastal Virginia Offshore Wind (CVOW) project Dominion Energy is developing in the mid-Atlantic as an opportunity to prove its heavy-lift capabilities and improve its infrastructure for larger and heavier cargo types. Virginia Port Authority spokesperson Joe Harris told the Journal of Commerce that the 2.6-gigawatt CVOW project — the largest offshore wind farm in the US — has helped the port lay the groundwork for future heavy-lift business, offshore wind project cargo notwithstanding. “The thinking around offshore wind has shifted, and that means we may have to shift as well going forward,” Harris said. Harris said the Port of Virginia has had conversations with US shipbuilders about using the Newport News Marine Terminal — the port’s main breakbulk and ro/ro facility — as a laydown area for ship components. “We would not be having this discussion with the domestic shipbuilding industry if we didn’t have the experience that we’ve gained with offshore wind,” he said. “Having the heavy-lift capability really helps us diversity, and it serves as a hedge when cargo container volumes are soft,” Harris added. Activity from the CVOW project drove up breakbulk cargo volumes at the Port of Virginia to 57,909 tons in September, a 157% year-over-year increase, he said. Construction of the CVOW project is about 60% complete and is on track to wrap up in late 2026, with the wind farm set to start delivering power to the grid in the first quarter of 2026, Dominion spokesperson Jeremy Slayton told the Journal of Commerce. Contact Autumn Cafiero Giusti at <a href="mailto:autumn@autumngiusti.com">autumn@autumngiusti.com</a>. </div>

With uncertainties stemming from tariffs, fees and shifting cargo demands, US ports are finding ways to pivot to new breakbulk and project cargo opportunities as they adapt to offset rapidly changing market conditions and domestic priorities. US ports are facing headwinds from tariffs the Trump administration has imposed on steel and aluminum imports, as well the confusion around the US Trade Representative’s (USTR’s) Section 301 action imposing fees on Chinese-owned and -built ships docking in the US. Roll-on/roll-off (ro/ro) ships and vehicle carriers were among the vessels affected by the fees, which took effect Oct. 14, although a trade deal struck between the US and China on Oct. 30 included a one-year suspension of the fees, effective Nov. 10. Ports that previously had been able to count on more predictable planning and certain cargo types, such as wind project equipment, are finding themselves having to take stock of their capabilities and recalibrate accordingly. “It’s an ancient industry that’s being disturbed by a very rapid set of policy changes,” Ethan Murray, assistant operations manager for the New Hampshire Port Authority, told the Journal of Commerce. Murray said the past year has brought “turmoil” for cargo shippers and logistics agents when moving shipments to US ports. “Between the tariffs and the new sanctions on Chinese vessels, I’ve seen nothing but difficulty in landing cargoes,” he said. Murray cited one instance from over the summer, when a Baltimore-bound vessel carrying 14,000 tons of refined copper from Hamburg, Germany, was diverted to the Port of New Hampshire so the shipment could reach a US port a day or two before a 50% tariff on copper imports was set to take effect Aug. 1. However, shortly after the shipment reached New Hampshire and started unloading so the cargo could be trucked to Baltimore, the Trump administration signed a proclamation indicating that the Aug. 1 tariffs would not apply to certain types of copper — including the product in the shipment. So, the cargo went back on the ship, and the vessel sailed on to Baltimore instead. “So, there are real, additional costs that are being put on shippers,” Murray said. One upshot of these kinds of timing issues is that they have made smaller ports such as New Hampshire more appealing for certain shipments. Murray said the port has been receiving cargoes that previously would have gone elsewhere, as shippers and logistics companies have sought out ways to avoid tariffs and minimize costs. “Typically, we’re cheaper than some of the larger ports for our dockage and wharfage fees,” he said. “There’s a lot of free space and availability, versus some of the higher-volume terminals and ports.” But the tradeoff for these opportunities is uncertainty and an operating environment in which it is difficult to make plans. Murray said the port might receive an inquiry from a shipper, only to receive a last-minute notice that the cargo is heading somewhere else instead — or delayed indefinitely. “They’ll say, ‘We’ll delay it until next year,’ or three or four years out, in some cases,” he said. “Just wait out [the Trump] administration.” LNG, Meta signal project cargo windfall Janine Mansour, director of trade development for the Port of New Orleans, told the Journal of Commerce there’s been a sense of “pervasive uncertainty” across the industry when it comes to cargo planning. “It’s so difficult because of the market environment being so dynamic,” she said. “Things can change very quickly.” Mansour said the port has been courting more project cargo, as “market fluctuations” contributed to a double-digit decline in breakbulk volumes in New Orleans for the first nine months of the year. Volumes fell 15% to 1.1 million tons through September compared with the same period in 2024, according to port data. Container cargo tonnage, by comparison, rose 2% to 240,482 TEUs. Mansour said the breakbulk decline was largely driven by a decrease in raw materials, including steel, non-ferrous metals and rubber. “So, we have gone after project cargo activities more aggressively, and fortunately, we’re getting some good traction in the state,” she said. Pointing to a “healthy market” for heavy-lift cargo related to US manufacturing investments, Mansour cited the $5.8 billion steel mill that Hyundai plans to build along the Mississippi River in southeast Louisiana as a project that will generate significant cargo opportunities during construction, which is scheduled to begin in the fall of 2026. Mansour said the single-largest project driving heavy-lift cargo to the port has been Venture Global’s $28 billion CP2 LNG export project on the Gulf Coast of southwest Louisiana. Another equally massive project is the $27 billion data center Meta is building in northeast Louisiana. Construction for the 4 million-square-foot facility, Meta’s largest data center to date, began in December 2024 and is expected to continue through 2030. Mansour said the Port of New Orleans has been working closely with its two heavy-lift terminal operators, Ports America and QSL, to plan for the port’s involvement in handling the data center’s project cargo. Several investments in Louisiana projects to support electric vehicle battery production have been another bright spot for the New Orleans port, Mansour said. “While we haven’t seen a huge volume of freight yet, we’re having discussions with the companies about setting up their logistics through New Orleans,” she said. Virginia adapts heavy-lift strategy Wind project cargo has tapered off at New Orleans in recent years as shipments are trending more toward oil rig platforms and construction related to liquefied natural gas projects. “Wind was pretty strong for us for several years, but for the past few years we have not seen much in the onshore wind space,” Mansour said. Other US ports have begun to mirror that trend following the pullback on federal funding and permitting for US wind projects, coinciding with policies and investments aimed at ramping up domestic oil and gas production. The stalled development of the US wind industry has been especially pronounced for East Coast ports, several of which had been handling project cargo for the buildout of offshore wind farms in the Atlantic Ocean. Murray said he’s had conversations with representatives of other coastal ports who are exploring new cargo strategies now that multiple offshore wind projects are off the table. “Everyone who really leaned that way has, for the most part, come to regret it,” he said. As cargoes shift from wind and solar to oil and gas, some ports are using the opportunity to pivot. Offshore wind development has seeded new opportunities for the Port of Virginia, which is using the ongoing Coastal Virginia Offshore Wind (CVOW) project Dominion Energy is developing in the mid-Atlantic as an opportunity to prove its heavy-lift capabilities and improve its infrastructure for larger and heavier cargo types. Virginia Port Authority spokesperson Joe Harris told the Journal of Commerce that the 2.6-gigawatt CVOW project — the largest offshore wind farm in the US — has helped the port lay the groundwork for future heavy-lift business, offshore wind project cargo notwithstanding. “The thinking around offshore wind has shifted, and that means we may have to shift as well going forward,” Harris said. Harris said the Port of Virginia has had conversations with US shipbuilders about using the Newport News Marine Terminal — the port’s main breakbulk and ro/ro facility — as a laydown area for ship components. “We would not be having this discussion with the domestic shipbuilding industry if we didn’t have the experience that we’ve gained with offshore wind,” he said. “Having the heavy-lift capability really helps us diversity, and it serves as a hedge when cargo container volumes are soft,” Harris added. Activity from the CVOW project drove up breakbulk cargo volumes at the Port of Virginia to 57,909 tons in September, a 157% year-over-year increase, he said. Construction of the CVOW project is about 60% complete and is on track to wrap up in late 2026, with the wind farm set to start delivering power to the grid in the first quarter of 2026, Dominion spokesperson Jeremy Slayton told the Journal of Commerce. Contact Autumn Cafiero Giusti at autumn@autumngiusti.com .

Ro/ro cargo

Heavy-haul transport

Project cargo

Breakbulk News

Tariffs, energy policy changes force US ports to rethink project cargo strategies

<div class="phx-topic abstract-wrapper">But the revision comes as the carrier saw sharp declines in third-quarter revenues and profit amid the slump in freight rates.</div>

But the revision comes as the carrier saw sharp declines in third-quarter revenues and profit amid the slump in freight rates.

<div class="phx-topic">Maersk on Thursday raised the lower end of its full-year earnings guidance, citing resilient cargo demand despite a slump in container freight rates. But the revision came as the carrier saw sharp declines in third-quarter revenues and profit amid the softer freight rates. Maersk said global container volume growth is now forecast at 4% this year, up from a prior forecast of 2% and 4%. As a result, Maersk’s full-year earnings before interest, taxes, depreciation, and amortization (EBITDA) are now forecast at between $9 billion and $9.5 billion, up from $8 billion to $9.5 billion projected in August. And underlying earnings before interest and taxes (EBIT) are projected at between $3 billion and $3.5 billion, up from $2 billion to $3.5 billion. But the revised guidance came as Maersk unveiled mixed third-quarter results, with net profit in its liner division crashing on the lower freight rates despite the increase in volumes, while its terminals and logistics divisions saw revenue gains. Maersk said loaded volumes, driven by Asian exports, climbed 7% in the third quarter to 3.4 million TEUs, up from 3.2 million TEUs in the year-earlier period. But the company was hit by a drop in average loaded freight rates, which were 31% lower across most trades as the high rates seen in July had declined by the end of the quarter. <div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="633d74d4-3e57-4d30-9b26-c9b52f6efb5c"></dynamic-object></div>According to the World Container Index (WCI) as assessed by Drewry, average global container spot rates had fallen from a July 1 peak of $5,806 per FEU to $1,822 as of Oct. 1. Volumes handled by APM Terminals rose 8.7% year over year to 3.7 million TEUs in the third quarter, fueled by strong growth across the Americas, Europe and Africa. The gain was driven by the bounce in cargo through its terminal network after Maersk Line launched the Gemini Cooperation alliance with Hapag-Lloyd in February. <h3>Slump in freight rates hits ocean division earnings </h3>Overall, A.P. Moller – Maersk saw net profit drop by 67% to $1 billion in the third quarter, while revenue fell 10% to $14.2 billion. The slump in freight rates led to an 18% fall in revenue at Maersk’s ocean division, to $9.2 billion, despite the higher loaded volumes. EBITDA more than halved to $1.8 billion from $4 billion. Revenue at Maersk’s terminals division surged 22% in the third quarter to $1.4 billion on the back of high volumes, while the logistics division posted a 2% increase in revenue to $4 billion. Contact Keith Wallis at <a href="mailto:keithwallis@hotmail.com">keithwallis@hotmail.com</a>.</div>

Maersk on Thursday raised the lower end of its full-year earnings guidance, citing resilient cargo demand despite a slump in container freight rates. But the revision came as the carrier saw sharp declines in third-quarter revenues and profit amid the softer freight rates. Maersk said global container volume growth is now forecast at 4% this year, up from a prior forecast of 2% and 4%. As a result, Maersk’s full-year earnings before interest, taxes, depreciation, and amortization (EBITDA) are now forecast at between $9 billion and $9.5 billion, up from $8 billion to $9.5 billion projected in August. And underlying earnings before interest and taxes (EBIT) are projected at between $3 billion and $3.5 billion, up from $2 billion to $3.5 billion. But the revised guidance came as Maersk unveiled mixed third-quarter results, with net profit in its liner division crashing on the lower freight rates despite the increase in volumes, while its terminals and logistics divisions saw revenue gains. Maersk said loaded volumes, driven by Asian exports, climbed 7% in the third quarter to 3.4 million TEUs, up from 3.2 million TEUs in the year-earlier period. But the company was hit by a drop in average loaded freight rates, which were 31% lower across most trades as the high rates seen in July had declined by the end of the quarter. According to the World Container Index (WCI) as assessed by Drewry, average global container spot rates had fallen from a July 1 peak of $5,806 per FEU to $1,822 as of Oct. 1. Volumes handled by APM Terminals rose 8.7% year over year to 3.7 million TEUs in the third quarter, fueled by strong growth across the Americas, Europe and Africa. The gain was driven by the bounce in cargo through its terminal network after Maersk Line launched the Gemini Cooperation alliance with Hapag-Lloyd in February. Slump in freight rates hits ocean division earnings Overall, A.P. Moller – Maersk saw net profit drop by 67% to $1 billion in the third quarter, while revenue fell 10% to $14.2 billion. The slump in freight rates led to an 18% fall in revenue at Maersk’s ocean division, to $9.2 billion, despite the higher loaded volumes. EBITDA more than halved to $1.8 billion from $4 billion. Revenue at Maersk’s terminals division surged 22% in the third quarter to $1.4 billion on the back of high volumes, while the logistics division posted a 2% increase in revenue to $4 billion. Contact Keith Wallis at keithwallis@hotmail.com .

Container Shipping News

Maersk boosts earnings guidance on higher container volume growth

<div class="phx-topic abstract-wrapper">With calculations based on weight, the burden of CO2 emissions generated by passenger aircraft is being unfairly placed on the freight carried below decks, forwarders say. </div>

With calculations based on weight, the burden of CO2 emissions generated by passenger aircraft is being unfairly placed on the freight carried below decks, forwarders say.

<div class="phx-topic">ABU DHABI — The air cargo market is facing difficulties managing how CO2 emissions are calculated and apportioned between freighter aircraft and the bellies of passenger planes. With the calculations based on weight, forwarder DSV told delegates at The International Air Cargo Association’s (Tiaca’s) annual Air Cargo Forum that the burden of CO2 emissions being generated by passenger aircraft was unfairly placed on the freight being carried below decks. “Passengers with their weight and space around them occupy 80% of an aircraft and cargo 20%, but because cargo is denser and uses all available space, the weight might be 50:50,” Achim Martinka, DSV’s vice president of global air freight, commercial and sustainability, said Wednesday. “Under the current calculation methods by IATA [International Air Transport Association], the total CO2 generated by that passenger aircraft will be 50:50, so cargo must shoulder a bigger proportion of the CO2 costs despite only using 20% of the aircraft and utilizing the space far more efficiently than passengers,” Martinka said. With regulations in Europe putting a price on carbon under the EU emissions trading system, “we are not talking small numbers,” he said. “If you are moving 100 tons from Paris to Chicago it might be a 40% difference between using a freighter or a passenger plane,” Martinka said. “With the current calculation methodology, if a shipper wanted to lower his CO2 footprint, one of the many options we could suggest would be to send cargo on a freighter instead of belly cargo.” <h3>Weight-based measure ‘not perfect’ </h3>Brendan Sullivan, global head of cargo at IATA, said the CO2 calculation uses a weight-based allocation principle to share total flight emissions. The industry standard allocates a proportional share of the total CO2 emissions to freight and passengers based on their respective weight, including checked baggage. “It is not perfect — there is no perfect methodology for this — but it is a transparent and an industry-wide standardized way to calculate CO2 emissions,” Sullivan told the Journal of Commerce at the Tiaca event. “In the future we will be able to refine the transparency and ultimately drive reduced emissions.” Sullivan noted that assessing carbon emissions from freighters was a straightforward process, with fuel burn directly corresponding to the weight of the cargo and aircraft. Helene Goury, sustainability manager at Air France KLM Martinair Cargo, said airlines were aware of the challenge faced by shippers and were looking at ways to make the CO2 calculations fairer. “One of the barriers to make sure we compare and measure in the same way is the data, because a lot of decisions are being made based on data, and if the data is not right, how can we make the right decision?” she said. “It is a challenge we are trying to solve, and it is taking time because it is not an easy task.” Contact Greg Knowler at <a href="greg.knowler@spglobal.com">greg.knowler@spglobal.com</a>. </div>

ABU DHABI — The air cargo market is facing difficulties managing how CO2 emissions are calculated and apportioned between freighter aircraft and the bellies of passenger planes. With the calculations based on weight, forwarder DSV told delegates at The International Air Cargo Association’s (Tiaca’s) annual Air Cargo Forum that the burden of CO2 emissions being generated by passenger aircraft was unfairly placed on the freight being carried below decks. “Passengers with their weight and space around them occupy 80% of an aircraft and cargo 20%, but because cargo is denser and uses all available space, the weight might be 50:50,” Achim Martinka, DSV’s vice president of global air freight, commercial and sustainability, said Wednesday. “Under the current calculation methods by IATA [International Air Transport Association], the total CO2 generated by that passenger aircraft will be 50:50, so cargo must shoulder a bigger proportion of the CO2 costs despite only using 20% of the aircraft and utilizing the space far more efficiently than passengers,” Martinka said. With regulations in Europe putting a price on carbon under the EU emissions trading system, “we are not talking small numbers,” he said. “If you are moving 100 tons from Paris to Chicago it might be a 40% difference between using a freighter or a passenger plane,” Martinka said. “With the current calculation methodology, if a shipper wanted to lower his CO2 footprint, one of the many options we could suggest would be to send cargo on a freighter instead of belly cargo.” Weight-based measure ‘not perfect’ Brendan Sullivan, global head of cargo at IATA, said the CO2 calculation uses a weight-based allocation principle to share total flight emissions. The industry standard allocates a proportional share of the total CO2 emissions to freight and passengers based on their respective weight, including checked baggage. “It is not perfect — there is no perfect methodology for this — but it is a transparent and an industry-wide standardized way to calculate CO2 emissions,” Sullivan told the Journal of Commerce at the Tiaca event. “In the future we will be able to refine the transparency and ultimately drive reduced emissions.” Sullivan noted that assessing carbon emissions from freighters was a straightforward process, with fuel burn directly corresponding to the weight of the cargo and aircraft. Helene Goury, sustainability manager at Air France KLM Martinair Cargo, said airlines were aware of the challenge faced by shippers and were looking at ways to make the CO2 calculations fairer. “One of the barriers to make sure we compare and measure in the same way is the data, because a lot of decisions are being made based on data, and if the data is not right, how can we make the right decision?” she said. “It is a challenge we are trying to solve, and it is taking time because it is not an easy task.” Contact Greg Knowler at greg.knowler@spglobal.com .

Air Cargo Carriers News

Belly freight shouldering airlines’ CO2 emissions burden: forwarders

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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

In 1995, we began operations with a clear vision: to grow alongside Mexico and connect the world through our terminals. Our priority has always been to deliver excellence in service, foster economic development, and strengthen our communities. We firmly believe that progress is not only measured in tons of cargo moved, but in the opportunities we create. _______________________________________________________________ This year marks a significant milestone: SSA Marine Mexico celebrates 30 years of presence in the country, having established itself from day one as the leading port operator nationwide. Over the past three decades, we have built a legacy of reliability, innovation, and commitment to Mexico’s growth. Our journey has been defined by continuous evolution and a steadfast dedication to our mission. SSA Marine México currently operates in six of the country’s most important ports: Cozumel, Lazaro Cardenas, Manzanillo, Progreso, Tuxpan, and Veracruz. Additionally, we have signed a concession to operate a new multipurpose terminal in Guaymas, Sonora, expanding our footprint to the north of the country. We serve a wide range of segments including containers, general cargo, automobiles, cruise ships, hydrocarbons, and asphalt. As part of this ongoing commitment, SSA Marine Mexico continues to strengthen its infrastructure and capabilities. International trade remains a key driver of global economic growth, and we are proud to support this momentum. Through our continuous improvement strategy, we invest in cutting-edge technology and equipment to deliver more efficient and competitive services, contributing to the success of Mexican businesses. •	Manzanillo, Colima- Specialized Container Terminal I: On October 13, we celebrated the arrival of two new STS (Ship To Shore) Super Post Panamax dockside cranes. This $21.2 million USD investment significantly boosts our operational capacity, streamlining cargo reception and delivery processes. In line with our modernization efforts, we will also retire four of our oldest cranes, paving the way for a more sustainable and technologically advanced fleet that meets the evolving demands of international trade. With these upgrades, SSA Marine México now operates a total of 16 cranes along our 1,350-meter dock, reaffirming our position as a national benchmark in port <span class="joc_admin__inline-image joc_admin__inline-image-aspect-ratio-4_3 joc_admin__inline-image-position-left joc_admin__inline-image-size-large" data-figure-size="large" data-figure-position="left" data-figure-aspect-ratio="4:3"><img src="/content-assets/1760982635607_Manzanillo.jpg" alt="Image provided by SSA Marine" class="joc_admin__inline-image-inherit"> •	As for the Multipurpose Terminal and Specialized Facility, also in Manzanillo, Colima, improvement and conditioning works are planned, along with the acquisition of four E-RTG (Electric Rubber-Tyred Gantry) cranes to enhance operational efficiency and sustainability. •	At our Automobile and General Cargo Terminal in the port of Veracruz, we continue to lead with specialized value-added services that support our clients’ growth. Recent investments include a new washing cabin and a general cargo warehouse, increasing indoor storage capacity by 67%. •	Lazaro Cardenas, Michoacan – Specialized Automobile Terminal: we are working on the development of an additional 4-hectare storage space within our bonded area and a 10-hectare Vehicle Distribution Center (VDC). These enhancements, along with ongoing personnel and system improvements, will reinforce our leadership in automotive handling across the Mexican Pacific coast.<span class="joc_admin__inline-image joc_admin__inline-image-aspect-ratio-4_3 joc_admin__inline-image-position-left joc_admin__inline-image-size-large" data-figure-size="large" data-figure-position="left" data-figure-aspect-ratio="4:3"><img src="/content-assets/1760982742240_Lazaro.jpg" alt="Image provided by SSA Marine" class="joc_admin__inline-image-inherit"> Through these strategic investments, SSA Marine Mexico reaffirms its commitment to the sustained growth of Mexico’s foreign trade. By expanding capacity, modernizing infrastructure, and diversifying services, we continue to strengthen the country’s competitiveness in global logistics. Today, we celebrate three decades of dedication, innovation, and leadership, with deep gratitude to our employees, clients, and partners for being part of this incredible journey. LINK: https://www.ssamarine.mx/<span class="joc_admin__inline-image joc_admin__inline-image-aspect-ratio-16_9 joc_admin__inline-image-position-left joc_admin__inline-image-size-small" data-figure-size="small" data-figure-position="left" data-figure-aspect-ratio="16:9"><img src="/content-assets/1760982787360_SSA%20Marine%20Mexico%20logo%20150pxW.png" alt="" class="joc_admin__inline-image-inherit">

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SSA Marine Mexico: 30 years growing together.

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