<div class="phx-topic abstract-wrapper">The JOC Week in Review for November 5 gives you the highlights of top news stories from this week, and also a preview of the Nov. 8 edition of the Journal of Commerce.
 
</div>

The JOC Week in Review for November 5 gives you the highlights of top news stories from this week, and also a preview of the Nov. 8 edition of the Journal of Commerce.

<div>The JOC Week in Review for November 5 gives you the highlights of top news stories from this week, and also a preview of the Nov. 8 edition of the Journal of Commerce. Mail bombs and suspicious package news from JOC:<a>Apparent Explosives Prompt Air Cargo Terror Alert</a><a>President Obama Warns of 'Credible' Terror Alert</a><a>US Investigators Eye Earlier UPS Crash</a><a>UPS, FedEx Halt Yemen Shipments</a><a>Official: One Bomb Defused 17 Minutes from Exploding </a>[Editorial note: image removed/no longer available] Podcast:Journal of Commerce Managing Editor Chris Brooks on what you can find in the Nov. 8 edition of the Journal of Commerce, including in-depth coverage...

The JOC Week in Review for November 5 gives you the highlights of top news stories from this week, and also a preview of the Nov. 8 edition of the Journal of Commerce. Mail bombs and suspicious package news from JOC: Apparent Explosives Prompt Air Cargo Terror Alert President Obama Warns of 'Credible' Terror Alert US Investigators Eye Earlier UPS Crash UPS, FedEx Halt Yemen Shipments Official: One Bomb Defused 17 Minutes from Exploding [Editorial note: image removed/no longer available] Podcast: Journal of Commerce Managing Editor Chris Brooks on what you can find in the Nov. 8 edition of the Journal of Commerce, including in-depth coverage of looming security threats to the air cargo industry. Click Play to Hear Interview Download MP3

Air Cargo Forwarder News

Air Cargo Carriers News

Air Cargo

Cargo Mail and Package Bombs -- JOC Week in Review

<div class="phx-topic abstract-wrapper">Forwarding costs are being upended by AI-enabled automation, forcing companies to decide what coordination and administrative work needs to be done at origin versus destination. </div>

Forwarding costs are being upended by AI-enabled automation, forcing companies to decide what coordination and administrative work needs to be done at origin versus destination.

Feature image

<div class="phx-topic">Freight forwarders don’t own cargo, and they are largely reliant on the assets of ocean, air, and road capacity providers. That liminal state puts them right at the center of the debate about whether artificial intelligence (AI) will transform how logistics is conducted. Beyond the rhetoric of whether AI can functionally replace hundreds of thousands of people currently employed in operational, sales, development and administrative roles at forwarders, there’s a more basic metric that’s worth tracking. That is, how will AI — or, more specifically, automation enabled by AI — impact a forwarder’s cost structure? Because until recently, the money a forwarder spent per shipment boiled down in large part to how much it spent on labor to perform core tasks along the shipment lifecycle. “For a digitally mature forwarder with decent data and workflow discipline, AI should be able to cut routine file-handling costs by roughly 15% to 35% over the next two to three years,” said Amit Maheshwari, CEO of Softlink, a provider of freight management solutions for forwarders. “On a poor-quality, exception-heavy import file, the savings will be lower. On a clean, repeatable lane with structured inputs, the savings can be higher. “AI changes the math by shrinking the clerical piece of the work, but it does not erase local import knowledge, customer escalation, customs risk, claims handling, or delivery trouble-shooting,” Maheshwari added. A simplistic way to view this challenge is that all the tasks a forwarder needs to execute on each shipment can be visualized on a spectrum of fully manual to fully automated. But that spectrum doesn’t account for the reality that forwarders have long tried to minimize their labor costs outside of automation. Those efforts sometimes come in the form of handing off work to business process outsourcing (BPO) providers, overseas agents, or employees in lower-cost regions. That interplay of optimizing what work is done where, to maximize skills and customer engagement while making sure costs are in line with business expectations, is being upended by AI. <h3>Wider margins, higher growth </h3>JP Morgan, in a February report, posited that, “with successful deployment [of AI], the top European players can gain up to 200 [basis points] of market share and reduce staff costs by 20%, driven by higher productivity and monetizing natural attrition.” That, in turn, has the potential to help large, publicly traded forwarders reach margins of 30% to 45% and double-digit operating profit growth by 2028, the bank said. For arguments’ sake, let’s say that a forwarder using an origin office to handle all administrative aspects of a shipment is paying $120, while that same work handled at destination would cost $180. That 50% premium is the target for AI-enabled workflow automation. “The origin-destination spread is real,” said Jamie Andrade, senior vice president of product management at SEKO Logistics. “A lot of the client-facing work, i.e. the service and differentiation bits we don't want to offshore or automate away, sits on the destination side, and the labor differential is material. That said, it is getting eroded as costs rise [at origin]. We're seeing that in our own operation and with our offshore partners. And honestly, you can only shift so much to origin before service starts to suffer.” One example, from a software vendor who asked not to be identified, cited an example of a forwarding customer with nearly 100 IT and key account support staff, and 400 more employees handling basic freight forwarding operations, at origin. “They don’t have a plan to reduce labor costs [via automation] because of the complexity of dealing with origin activities,” and because labor costs remain sustainable, the vendor said. “I think we will first see AI improving productivity and reducing manual labor more at the destination than at the origin,” said Hans Elmegaard, CEO of forwarding software vendor Moddule. “At destination, people manually coordinate operational activities between customers, carriers, customs offices, trucking companies/rail services, and share information with [distribution centers] and warehouses across various fragmented datasets. AI-backed orchestration services will help freight forwarders reduce labor costs and increase accuracy for their customers.” <h3>Differentiator or table stakes? </h3>A broader question is the extent to which automation drives differentiation in a crowded market over the long term, and whether a theoretical lower cost to serve bleeds into customer pricing. Forwarding software WiseTech Global, in completely <a href="https://www.joc.com/article/wisetech-pricing-change-tests-shippers-willingness-to-absorb-tech-costs-6127788">restructuring its pricing model</a> last fall and later announcing it was <a href="https://www.joc.com/article/wisetech-says-to-cut-nearly-30-of-workforce-as-it-preps-for-ai-era-6175881">reducing headcount by 30%</a> over two years due to AI productivity gains, essentially signaled to the market that forwarders would have to reduce their cost to serve and that their customers would expect those gains to be passed through. But the danger, argues Graham Cousins, former chief strategy officer at Vanguard Logistics Services, is that automation undermines rather than enhances margin. “The challenge is that, at scale, lower cost-to-serve is not a core differentiator, and perhaps a risk if passed on in customer pricing,” Cousins wrote in a paper on how the international logistics industry was transforming. “AI is not the bolt-on to make operators’ lives and workflows easier,” he wrote. “Customer service processes must be restructured to be AI-native and ensure data coverage, not to augment existing manual operations. Procurement and low cost-to-serve are baselines, not differentiators. If it ends up in pricing, the rest of the market will follow.” So, at its core, the story of AI in forwarding is ultimately about how logistics services providers balance their current cost structure against one where automation plays a bigger role. <h3>What can be automated? </h3>“Most things along the shipment lifecycle are automatable,” said Robert Petti, CEO of forwarding software provider Prompt. “[<a href="https://www.joc.com/article/cargowises-pricing-model-change-could-mark-final-milestone-in-market-ascent-6133279">WiseTech’s new pricing model</a>] should have pushed people to do more automating. And the vast majority doesn’t require new tech. Integrated systems and good [standard operating procedures] should reduce labor cost 30% to 50%. That should get you closer to the origin costs and maybe even lower.” Dan Bailey, CEO of forwarding workflow automation provider Nexcade, said it’s important for a forwarder to focus on a specific time horizon. “We've seen two times file-per-head improvements in the specific workflows we target, but we're also heavily focused on areas with commercial benefit, like procurement and quotation, not just (operating expenditures),” he said. “On simpler workflows it's higher, but on an aggregate basis across the full lifecycle of all shipments, exceptions are still a primary driver of operational time and cost.” Bailey said those exceptions are impacted less in the short run by AI but are “squarely in strike zone in the medium term,” adding that exception management was also largely unaddressed by business process outsourcing (BPO) efforts in the past. “With automation levels of 60% to 80% of well-scoped processes, there can easily be a three- to four-times cost advantage for that specific process vis-a-vis lower origin per-shipment costs,” Fabian Struck, CEO of forwarding automation vendor Zauber, said. “This advantage is respectively higher for high-wage geographies. In the long run, we can only speculate what will ultimately be possible. For now, I do not see any reasons why total end-to-end shipment costs should not go down as far as three to five times, or even more.” <h3>Low end of the curve </h3>JP Morgan’s report cautioned that the forwarding industry still “sits low on the digitization curve,” with a reliance on manual processes and data that poses a risk to fully leveraging the benefits of AI for cost reduction. “We do not expect AI to disrupt the fundamental prospects of the industry, given its exposure to physical transport and the movement of goods, with freight forwarding increasingly tapping into more complex services and moving further away from commoditized vanilla brokerage services,” the report said. The other factor for forwarders to consider is that investments in technology to automate are not likely to stay static, but in fact are likely to move in a linear fashion with usage. That may prompt some to build internally. “That's part of why I'm leaning into building some of this ourselves for the easier use cases,” Andrade said. “If I own the tooling, my costs stay flatter as we scale rather than growing in line with transaction volume. It's not the right answer for everyone, and you need [developer] resources and the appetite to maintain what you build. ”But we’ve got that capability, and the new AI coding tooling makes it faster to stand things up than it used to be,” he added. “So that’s where I’m placing my bets, at least on the BPO and automation side of the house.” Contact Eric Johnson at <a href="mailto:eric.johnson@spglobal.com">eric.johnson@spglobal.com</a>. </div>

Freight forwarders don’t own cargo, and they are largely reliant on the assets of ocean, air, and road capacity providers. That liminal state puts them right at the center of the debate about whether artificial intelligence (AI) will transform how logistics is conducted. Beyond the rhetoric of whether AI can functionally replace hundreds of thousands of people currently employed in operational, sales, development and administrative roles at forwarders, there’s a more basic metric that’s worth tracking. That is, how will AI — or, more specifically, automation enabled by AI — impact a forwarder’s cost structure? Because until recently, the money a forwarder spent per shipment boiled down in large part to how much it spent on labor to perform core tasks along the shipment lifecycle. “For a digitally mature forwarder with decent data and workflow discipline, AI should be able to cut routine file-handling costs by roughly 15% to 35% over the next two to three years,” said Amit Maheshwari, CEO of Softlink, a provider of freight management solutions for forwarders. “On a poor-quality, exception-heavy import file, the savings will be lower. On a clean, repeatable lane with structured inputs, the savings can be higher. “AI changes the math by shrinking the clerical piece of the work, but it does not erase local import knowledge, customer escalation, customs risk, claims handling, or delivery trouble-shooting,” Maheshwari added. A simplistic way to view this challenge is that all the tasks a forwarder needs to execute on each shipment can be visualized on a spectrum of fully manual to fully automated. But that spectrum doesn’t account for the reality that forwarders have long tried to minimize their labor costs outside of automation. Those efforts sometimes come in the form of handing off work to business process outsourcing (BPO) providers, overseas agents, or employees in lower-cost regions. That interplay of optimizing what work is done where, to maximize skills and customer engagement while making sure costs are in line with business expectations, is being upended by AI. Wider margins, higher growth JP Morgan, in a February report, posited that, “with successful deployment [of AI], the top European players can gain up to 200 [basis points] of market share and reduce staff costs by 20%, driven by higher productivity and monetizing natural attrition.” That, in turn, has the potential to help large, publicly traded forwarders reach margins of 30% to 45% and double-digit operating profit growth by 2028, the bank said. For arguments’ sake, let’s say that a forwarder using an origin office to handle all administrative aspects of a shipment is paying $120, while that same work handled at destination would cost $180. That 50% premium is the target for AI-enabled workflow automation. “The origin-destination spread is real,” said Jamie Andrade, senior vice president of product management at SEKO Logistics. “A lot of the client-facing work, i.e. the service and differentiation bits we don't want to offshore or automate away, sits on the destination side, and the labor differential is material. That said, it is getting eroded as costs rise [at origin]. We're seeing that in our own operation and with our offshore partners. And honestly, you can only shift so much to origin before service starts to suffer.” One example, from a software vendor who asked not to be identified, cited an example of a forwarding customer with nearly 100 IT and key account support staff, and 400 more employees handling basic freight forwarding operations, at origin. “They don’t have a plan to reduce labor costs [via automation] because of the complexity of dealing with origin activities,” and because labor costs remain sustainable, the vendor said. “I think we will first see AI improving productivity and reducing manual labor more at the destination than at the origin,” said Hans Elmegaard, CEO of forwarding software vendor Moddule. “At destination, people manually coordinate operational activities between customers, carriers, customs offices, trucking companies/rail services, and share information with [distribution centers] and warehouses across various fragmented datasets. AI-backed orchestration services will help freight forwarders reduce labor costs and increase accuracy for their customers.” Differentiator or table stakes? A broader question is the extent to which automation drives differentiation in a crowded market over the long term, and whether a theoretical lower cost to serve bleeds into customer pricing. Forwarding software WiseTech Global, in completely restructuring its pricing model last fall and later announcing it was reducing headcount by 30% over two years due to AI productivity gains, essentially signaled to the market that forwarders would have to reduce their cost to serve and that their customers would expect those gains to be passed through. But the danger, argues Graham Cousins, former chief strategy officer at Vanguard Logistics Services, is that automation undermines rather than enhances margin. “The challenge is that, at scale, lower cost-to-serve is not a core differentiator, and perhaps a risk if passed on in customer pricing,” Cousins wrote in a paper on how the international logistics industry was transforming. “AI is not the bolt-on to make operators’ lives and workflows easier,” he wrote. “Customer service processes must be restructured to be AI-native and ensure data coverage, not to augment existing manual operations. Procurement and low cost-to-serve are baselines, not differentiators. If it ends up in pricing, the rest of the market will follow.” So, at its core, the story of AI in forwarding is ultimately about how logistics services providers balance their current cost structure against one where automation plays a bigger role. What can be automated? “Most things along the shipment lifecycle are automatable,” said Robert Petti, CEO of forwarding software provider Prompt. “[ WiseTech’s new pricing model ] should have pushed people to do more automating. And the vast majority doesn’t require new tech. Integrated systems and good [standard operating procedures] should reduce labor cost 30% to 50%. That should get you closer to the origin costs and maybe even lower.” Dan Bailey, CEO of forwarding workflow automation provider Nexcade, said it’s important for a forwarder to focus on a specific time horizon. “We've seen two times file-per-head improvements in the specific workflows we target, but we're also heavily focused on areas with commercial benefit, like procurement and quotation, not just (operating expenditures),” he said. “On simpler workflows it's higher, but on an aggregate basis across the full lifecycle of all shipments, exceptions are still a primary driver of operational time and cost.” Bailey said those exceptions are impacted less in the short run by AI but are “squarely in strike zone in the medium term,” adding that exception management was also largely unaddressed by business process outsourcing (BPO) efforts in the past. “With automation levels of 60% to 80% of well-scoped processes, there can easily be a three- to four-times cost advantage for that specific process vis-a-vis lower origin per-shipment costs,” Fabian Struck, CEO of forwarding automation vendor Zauber, said. “This advantage is respectively higher for high-wage geographies. In the long run, we can only speculate what will ultimately be possible. For now, I do not see any reasons why total end-to-end shipment costs should not go down as far as three to five times, or even more.” Low end of the curve JP Morgan’s report cautioned that the forwarding industry still “sits low on the digitization curve,” with a reliance on manual processes and data that poses a risk to fully leveraging the benefits of AI for cost reduction. “We do not expect AI to disrupt the fundamental prospects of the industry, given its exposure to physical transport and the movement of goods, with freight forwarding increasingly tapping into more complex services and moving further away from commoditized vanilla brokerage services,” the report said. The other factor for forwarders to consider is that investments in technology to automate are not likely to stay static, but in fact are likely to move in a linear fashion with usage. That may prompt some to build internally. “That's part of why I'm leaning into building some of this ourselves for the easier use cases,” Andrade said. “If I own the tooling, my costs stay flatter as we scale rather than growing in line with transaction volume. It's not the right answer for everyone, and you need [developer] resources and the appetite to maintain what you build. ”But we’ve got that capability, and the new AI coding tooling makes it faster to stand things up than it used to be,” he added. “So that’s where I’m placing my bets, at least on the BPO and automation side of the house.” Contact Eric Johnson at eric.johnson@spglobal.com .

Logistics Technology News

Supply chain

AI throwing wrench into arbitrage machine for forwarding labor

<div class="phx-topic abstract-wrapper">Strong demand for roll-on/roll-off cargoes is expected to continue through 2026 as China enjoys “exceptional” export growth.</div>

Strong demand for roll-on/roll-off cargoes is expected to continue through 2026 as China enjoys “exceptional” export growth.

<div class="phx-topic">An unprecedented surge in Chinese vehicle shipments and a fledgling recovery in high and heavy cargo volumes are helping to tighten vehicle carrier markets and offset a war-related downturn in the Middle East, car carrier executives say. “We are facing quite exceptional growth in Chinese vehicle exports,” which grew 57% year over year to 2.2 million units in the first quarter, Andreas Enger, CEO of Höegh Autoliners, said during an online Q1 results briefing May 8. Enger said exports of hybrid vehicles from China increased 112% to 514,000 units in the quarter from a year ago, while the export volumes of electric vehicles rose 52% to 616,000, largely due to higher energy prices. Lasse Kristoffersen, Wallenius Wilhelmsen’s president and CEO, said China is on course to export approximately 8 million vehicles this year compared with 6 million last year. China, combined with vehicle exports from South Korea and Japan, meant manufacturers’ export push out of Asia “is enormous,” Kristoffersen said during a first-quarter briefing May 6. “We believe this (growth) story has just started,” he added. “It’s certainly not ending anytime soon.” <h3>Solid demand expected to continue </h3>Both Enger and Kristoffersen expected the strong demand to continue for the rest of this year, with solid volumes and high utilization to maintain pace despite geopolitical uncertainty. They said shipments of high and heavy equipment such as construction and mining trucks are also recovering this year following a two-year downturn. Deep-sea shipments of construction equipment from Asia were up 31% year over year in the first quarter, helped by a 39% increase in equipment exports from China, Enger said. Global high and heavy sales are expected to rise 4% this year to $237 billion, followed by a 5% increase to $249 billion next year, he added. Still, worries over US tariff policy, and higher fuel prices and interest rates are dampening export demand for US-made agricultural equipment, Kristoffersen added. He said demand for car carriers had reignited during the first quarter on the back of strong vehicle export demand and tight vessel capacity as carriers slow-steamed vessels to conserve fuel and vessels diverted away from the Middle East. That pushed up charter rates in the first quarter despite the addition of 16 new ships to the global fleet. Höegh Autoliners said rates for a 6,800-car equivalent unit (CEU) vessel surged 29% quarter over quarter to $55,000 per day in Q1, after having dropped to a nearly four-year low at the end of last year. Höegh Autoliners CFO Espen Stubberud said the carrier tried to charter ships for short-term cargo fixtures in the first quarter “but there were only a few vessels available.” Around 50 ships, equivalent to 7% of the global car carrier fleet, are scheduled for delivery this year, including 34 between now and the end of the year. But that extra tonnage is expected to be absorbed by increased cargo demand, especially vehicle exports from Asia. <h3>Limited impact from war </h3>Both Höegh and Wallenius said there has been little overall impact so far from the war in the Middle East. “Maybe 2% of our revenue is in ships linked to the Middle East,” Kristoffersen said. Wallenius Wilhelmsen has one vessel still inside the Strait of Hormuz, while Höegh’s Enger said its only vessel in the Persian Gulf, the 6,000-CEU Alliance Fairfax, was escorted out of the waterway by the US Navy on May 4. Enger said Höegh is continuing to call at ports in the northern Red Sea via the Suez Canal, but has suspended Persian Gulf services, a disruption that will likely impact the company by $10 million in the second quarter. Overall, Höegh saw net profit slide to $103 million in the first quarter from $155 million a year earlier, although that included a $41 million gain from the sale of a ship. First-quarter revenues were 9% higher at $360 million. Total cargo volumes climbed 15% year over year to 3.9 million cubic meters, while average freight rates were flat at $80/cu m. High and heavy volumes increased 23% to 856,000 cu m in the first quarter, or 22% of the total. That compared with 694,000 cu m, or 20% of total volumes, last year. Wallenius Wilhelmsen said its Q1 net profit fell 28% to $177 million, partly due to digital transformation costs and restructuring expenses. Revenues were largely unchanged at almost $1.3 billion. Wilhelmsen’s shipping division saw revenues slide 3% to $943 million due to a 5% drop in freight rates because of changes in the trade mix. The revenue slide also came despite a 4% increase in volumes to 13.1 million cu m. The carrier said its high and heavy volumes grew 20% year over year to 3.3 million cubic meters, its highest level in 18 months. Contact Keith Wallis on <a href="mailto:keithwallis@hotmail.com">keithwallis@hotmail.com</a>. </div>

An unprecedented surge in Chinese vehicle shipments and a fledgling recovery in high and heavy cargo volumes are helping to tighten vehicle carrier markets and offset a war-related downturn in the Middle East, car carrier executives say. “We are facing quite exceptional growth in Chinese vehicle exports,” which grew 57% year over year to 2.2 million units in the first quarter, Andreas Enger, CEO of Höegh Autoliners, said during an online Q1 results briefing May 8. Enger said exports of hybrid vehicles from China increased 112% to 514,000 units in the quarter from a year ago, while the export volumes of electric vehicles rose 52% to 616,000, largely due to higher energy prices. Lasse Kristoffersen, Wallenius Wilhelmsen’s president and CEO, said China is on course to export approximately 8 million vehicles this year compared with 6 million last year. China, combined with vehicle exports from South Korea and Japan, meant manufacturers’ export push out of Asia “is enormous,” Kristoffersen said during a first-quarter briefing May 6. “We believe this (growth) story has just started,” he added. “It’s certainly not ending anytime soon.” Solid demand expected to continue Both Enger and Kristoffersen expected the strong demand to continue for the rest of this year, with solid volumes and high utilization to maintain pace despite geopolitical uncertainty. They said shipments of high and heavy equipment such as construction and mining trucks are also recovering this year following a two-year downturn. Deep-sea shipments of construction equipment from Asia were up 31% year over year in the first quarter, helped by a 39% increase in equipment exports from China, Enger said. Global high and heavy sales are expected to rise 4% this year to $237 billion, followed by a 5% increase to $249 billion next year, he added. Still, worries over US tariff policy, and higher fuel prices and interest rates are dampening export demand for US-made agricultural equipment, Kristoffersen added. He said demand for car carriers had reignited during the first quarter on the back of strong vehicle export demand and tight vessel capacity as carriers slow-steamed vessels to conserve fuel and vessels diverted away from the Middle East. That pushed up charter rates in the first quarter despite the addition of 16 new ships to the global fleet. Höegh Autoliners said rates for a 6,800-car equivalent unit (CEU) vessel surged 29% quarter over quarter to $55,000 per day in Q1, after having dropped to a nearly four-year low at the end of last year. Höegh Autoliners CFO Espen Stubberud said the carrier tried to charter ships for short-term cargo fixtures in the first quarter “but there were only a few vessels available.” Around 50 ships, equivalent to 7% of the global car carrier fleet, are scheduled for delivery this year, including 34 between now and the end of the year. But that extra tonnage is expected to be absorbed by increased cargo demand, especially vehicle exports from Asia. Limited impact from war Both Höegh and Wallenius said there has been little overall impact so far from the war in the Middle East. “Maybe 2% of our revenue is in ships linked to the Middle East,” Kristoffersen said. Wallenius Wilhelmsen has one vessel still inside the Strait of Hormuz, while Höegh’s Enger said its only vessel in the Persian Gulf, the 6,000-CEU Alliance Fairfax, was escorted out of the waterway by the US Navy on May 4. Enger said Höegh is continuing to call at ports in the northern Red Sea via the Suez Canal, but has suspended Persian Gulf services, a disruption that will likely impact the company by $10 million in the second quarter. Overall, Höegh saw net profit slide to $103 million in the first quarter from $155 million a year earlier, although that included a $41 million gain from the sale of a ship. First-quarter revenues were 9% higher at $360 million. Total cargo volumes climbed 15% year over year to 3.9 million cubic meters, while average freight rates were flat at $80/cu m. High and heavy volumes increased 23% to 856,000 cu m in the first quarter, or 22% of the total. That compared with 694,000 cu m, or 20% of total volumes, last year. Wallenius Wilhelmsen said its Q1 net profit fell 28% to $177 million, partly due to digital transformation costs and restructuring expenses. Revenues were largely unchanged at almost $1.3 billion. Wilhelmsen’s shipping division saw revenues slide 3% to $943 million due to a 5% drop in freight rates because of changes in the trade mix. The revenue slide also came despite a 4% increase in volumes to 13.1 million cu m. The carrier said its high and heavy volumes grew 20% year over year to 3.3 million cubic meters, its highest level in 18 months. Contact Keith Wallis on keithwallis@hotmail.com .

Container lines

Asia-Europe

Maritime

Surging Asia vehicle exports, high/heavy rebound buoy carrier operators

<div class="phx-topic abstract-wrapper">Even before the war-driven spike in gasoline prices, the US automotive industry was expecting lower vehicle sales due to import tariffs and higher borrowing costs for vehicle buyers. </div>

Even before the war-driven spike in gasoline prices, the US automotive industry was expecting lower vehicle sales due to import tariffs and higher borrowing costs for vehicle buyers.

<div class="phx-topic">(The following story appears in the Top 100 Importers and Exporters issue of the Journal of Commerce magazine published on May 4, 2026.) US demand for automobiles and auto parts has been straining under higher inflationary costs, but buyers, both consumers and manufacturers, will face another level of sticker shock if the war in the Middle East extends into the summer. Even before the war-driven spike in gasoline prices, the US automotive industry was steeling for a tough year. Prior to the start of the conflict, Journal of Commerce parent company S&amp;P Global forecast that vehicle sales would fall 2% from the previous year due to a long list of headwinds for the industry, including higher borrowing costs for vehicle buyers and steel tariffs upping input prices. But already relatively high prices for new vehicles and auto parts — the cheapest new 2026 model car available is $20,550, according to CARFAX — will increase significantly if the war continues through May, according to a mid-March report from S&amp;P Global. If the war lasts through the end of 2026, that elevated pricing will negatively impact consumer demand and, by extension, container volumes. A war scenario of more than a year will result in continued inflation and declining demand until prices reach a new “set point,” S&amp;P Global analysts said. Containerized US imports of automobiles and auto parts fell 9.4% year over year in 2025, dragging the five-year compound annual growth rate (CAGR) down to 3.8%, according to PIERS, a Journal of Commerce sister product within S&amp;P Global. Exports, meanwhile, spiked 15.3%, boosting the five-year CAGR to 6.6%. The majority of seaborne vehicle imports and exports travel via roll-on/roll-off (ro/ro) ships; those volumes are not captured by PIERS data. <div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="21c4be02-a1d9-4421-8e74-cde94062cc7d"></dynamic-object></div>The uncertainties surrounding the length of the war will undoubtedly impact the US container trade in vehicles and parts as importers and exporters in the automotive sector review and possibly modify their business plans, said Chris Hopson, principal analyst for the global light vehicle forecast group at S&amp;P Global. “2025 was an uncertain year because of the tariffs, and the auto industry digested it better than we might have expected,” Hopson said. However, due to the war in Iran, how long the industry can continue to bear those higher costs “is open to question.” The weakening market for new US car sales has a silver lining for importers of aftermarket parts used to maintain and repair vehicles, such as filters, batteries and brakes. Customers of Advance Auto Parts, who are often in one of the most economically depressed cohorts, typically would rather keep their cars running a little longer than shop for a new car, said CEO Shane O’Kelly. “That car is how they get to work; it’s how they get to church; [how] they get the kids to activities,” O’Kelly told investors during a March 11 earnings call. “If that thing is not running, they’re getting it fixed, so I don’t necessarily see demand curtailing.” <h3>‘General inconsistencies’ </h3>Auto parts importers have been looking — and will continue to look — at changing sourcing away from China to Southeast Asia and the Indian subcontinent because of the higher tariffs imposed last year, according to Steve Hughes, a consultant for the aftermarket auto parts industry. But those changes can’t happen overnight, Hughes explained, because it takes anywhere from six months to two years to set up operations in a new location. Mainland China accounted for 35.2% of US containerized autos and parts imports last year, down from more than 40% as recently as 2021, according to PIERS. The primary beneficiaries of China’s declining market share, South Korea and Japan, have increased their combined share of the market to 27% from 20.8% during that period. Noel Hacegaba, CEO of the Port of Long Beach, said the port has experienced a general shift of sourcing of most imports, including autos and auto parts, away from China to other countries. Imports of passenger vehicles landing in Long Beach, mostly on ro/ro ships, were flat in 2025, while exports rose 6.2% year over year, according to Hacegaba. Containerized auto parts imports through the port rose 1.1%, while exports fell 15%. Los Angeles-Long Beach is the busiest US port complex for containerized auto imports. <div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="fec38ae3-22df-41b8-94f2-7b395028700a"></dynamic-object></div>The Port of Baltimore, also a major gateway for ro/ro and containerized auto imports and exports, continues to feel the impact of tariffs. Those impacts are reflected in the higher prices consumers must pay, but the problem runs even deeper than cost, said Jonathan Daniels, executive director of the Maryland Port Administration (MPA). “The biggest issue we have seen with shippers is the general inconsistencies in the tariffs,” Daniels told the Journal of Commerce. Although original equipment manufacturers take higher tariff costs as a given, not knowing the exact rate for finished vehicles and components makes it difficult to make strategic sourcing and production decisions, Daniels explained. Depending on the level of tariffs on each, it might be cheaper to import fully assembled cars, or it might make more sense to import the necessary pieces and assemble them in the US. Despite these uncertainties, more than 700,000 automobiles and light trucks crossed Baltimore’s docks for the 13th consecutive year in 2025, according to MPA data. Daniels said the port continues to develop infrastructure to support processing facilities in the region, adding that exports of damaged cars to West Africa to be used for parts remains a bright spot for the industry. For containerized exports, the largest individual markets are the United Arab Emirates and Georgia, which accounted for 12% and 11.8% of outbound auto and part shipments, respectively, with no other country exceeding 10%, according to PIERS. Contact Bill Mongelluzzo at <a href="mailto:bill.mongelluzzo@spglobal.com">bill.mongelluzzo@spglobal.com</a>. </div>

(The following story appears in the Top 100 Importers and Exporters issue of the Journal of Commerce magazine published on May 4, 2026.) US demand for automobiles and auto parts has been straining under higher inflationary costs, but buyers, both consumers and manufacturers, will face another level of sticker shock if the war in the Middle East extends into the summer. Even before the war-driven spike in gasoline prices, the US automotive industry was steeling for a tough year. Prior to the start of the conflict, Journal of Commerce parent company S&P Global forecast that vehicle sales would fall 2% from the previous year due to a long list of headwinds for the industry, including higher borrowing costs for vehicle buyers and steel tariffs upping input prices. But already relatively high prices for new vehicles and auto parts — the cheapest new 2026 model car available is $20,550, according to CARFAX — will increase significantly if the war continues through May, according to a mid-March report from S&P Global. If the war lasts through the end of 2026, that elevated pricing will negatively impact consumer demand and, by extension, container volumes. A war scenario of more than a year will result in continued inflation and declining demand until prices reach a new “set point,” S&P Global analysts said. Containerized US imports of automobiles and auto parts fell 9.4% year over year in 2025, dragging the five-year compound annual growth rate (CAGR) down to 3.8%, according to PIERS, a Journal of Commerce sister product within S&P Global. Exports, meanwhile, spiked 15.3%, boosting the five-year CAGR to 6.6%. The majority of seaborne vehicle imports and exports travel via roll-on/roll-off (ro/ro) ships; those volumes are not captured by PIERS data. The uncertainties surrounding the length of the war will undoubtedly impact the US container trade in vehicles and parts as importers and exporters in the automotive sector review and possibly modify their business plans, said Chris Hopson, principal analyst for the global light vehicle forecast group at S&P Global. “2025 was an uncertain year because of the tariffs, and the auto industry digested it better than we might have expected,” Hopson said. However, due to the war in Iran, how long the industry can continue to bear those higher costs “is open to question.” The weakening market for new US car sales has a silver lining for importers of aftermarket parts used to maintain and repair vehicles, such as filters, batteries and brakes. Customers of Advance Auto Parts, who are often in one of the most economically depressed cohorts, typically would rather keep their cars running a little longer than shop for a new car, said CEO Shane O’Kelly. “That car is how they get to work; it’s how they get to church; [how] they get the kids to activities,” O’Kelly told investors during a March 11 earnings call. “If that thing is not running, they’re getting it fixed, so I don’t necessarily see demand curtailing.” ‘General inconsistencies’ Auto parts importers have been looking — and will continue to look — at changing sourcing away from China to Southeast Asia and the Indian subcontinent because of the higher tariffs imposed last year, according to Steve Hughes, a consultant for the aftermarket auto parts industry. But those changes can’t happen overnight, Hughes explained, because it takes anywhere from six months to two years to set up operations in a new location. Mainland China accounted for 35.2% of US containerized autos and parts imports last year, down from more than 40% as recently as 2021, according to PIERS. The primary beneficiaries of China’s declining market share, South Korea and Japan, have increased their combined share of the market to 27% from 20.8% during that period. Noel Hacegaba, CEO of the Port of Long Beach, said the port has experienced a general shift of sourcing of most imports, including autos and auto parts, away from China to other countries. Imports of passenger vehicles landing in Long Beach, mostly on ro/ro ships, were flat in 2025, while exports rose 6.2% year over year, according to Hacegaba. Containerized auto parts imports through the port rose 1.1%, while exports fell 15%. Los Angeles-Long Beach is the busiest US port complex for containerized auto imports. The Port of Baltimore, also a major gateway for ro/ro and containerized auto imports and exports, continues to feel the impact of tariffs. Those impacts are reflected in the higher prices consumers must pay, but the problem runs even deeper than cost, said Jonathan Daniels, executive director of the Maryland Port Administration (MPA). “The biggest issue we have seen with shippers is the general inconsistencies in the tariffs,” Daniels told the Journal of Commerce. Although original equipment manufacturers take higher tariff costs as a given, not knowing the exact rate for finished vehicles and components makes it difficult to make strategic sourcing and production decisions, Daniels explained. Depending on the level of tariffs on each, it might be cheaper to import fully assembled cars, or it might make more sense to import the necessary pieces and assemble them in the US. Despite these uncertainties, more than 700,000 automobiles and light trucks crossed Baltimore’s docks for the 13th consecutive year in 2025, according to MPA data. Daniels said the port continues to develop infrastructure to support processing facilities in the region, adding that exports of damaged cars to West Africa to be used for parts remains a bright spot for the industry. For containerized exports, the largest individual markets are the United Arab Emirates and Georgia, which accounted for 12% and 11.8% of outbound auto and part shipments, respectively, with no other country exceeding 10%, according to PIERS. Contact Bill Mongelluzzo at bill.mongelluzzo@spglobal.com .

Trans-Pacific

Container Shipping News

Prolonged Middle East war to weigh on sputtering US auto demand

<div class="phx-topic abstract-wrapper">The issue of carrier terminal control is front and center with the coming sale of Maher given that carriers overall have become aggressive acquirers and developers of terminal capacity globally, including on the US East Coast. </div>

The issue of carrier terminal control is front and center with the coming sale of Maher given that carriers overall have become aggressive acquirers and developers of terminal capacity globally, including on the US East Coast.

<div class="phx-topic">As Maher Terminals, the largest terminal at the Port of New York and New Jersey, is being prepped for sale with active discussions under way with potential buyers, a possible unfavorable outcome for the port is for all major terminals ending up owned by ocean carriers. The 450-acre Maher facility in New Jersey, at approximately one-third of container capacity and market share within the port, is the last remaining non-carrier-owned terminal following the 2023 acquisition by CMA CGM of previously neutral Global Container Terminals facilities at Bayonne and Howland Hook, other than a small facility in Brooklyn under control of the NYC Economic Development Corp. <div class="wrapper-narrow float-right-element"><img src="/images/phoenix/6218881_0.1.jpg"></img></div>If Maher were to be sold to a carrier by its owner, Macquarie Asset Management, the result could be several large carriers who don’t own terminals at the port ending up as customers of other carriers. Those carriers and their customers would thus be left at a perpetual disadvantage in terms of berth windows and cargo handling when serving New York-New Jersey. That would make the port less attractive for such carriers versus competitive ports for inland cargo such as Virginia that are operated on a neutral basis. “Maher Terminals has combined an exceptional leadership team with expansive capital investment to create a leading neutral stevedoring operation on the East Coast,” said Ken O’Brien, CEO of Gemini Shippers Group. “It is hard to envision how a purchase of the terminal by one of the liner companies would lead to improved service levels.” The other major terminals partly or fully carrier-owned are APM Terminals, a unit of AP Moller-Maersk; and Port Newark Container Terminal, or PNCT, which is 50% owned by Terminal Investment Limited (TiL), the terminal operating business of Mediterranean Shipping Co. Different outcomes are possible. If Maher were sold to MSC, the world’s largest carrier and an aggressive acquirer of terminal space in the US and globally, it would likely force MSC to sell its PNCT stake due to antitrust concerns over market dominance at the East Coast’s largest port, according to a knowledgeable source. MSC is one of the parties that have expressed interest in Maher, according to a February <a href="https://www.wsj.com/articles/maritime-giants-target-major-new-york-area-port-terminal-3ba57f47?mod=Searchresults&amp;pos=1&amp;page=1">report</a> in the Wall Street Journal. Such a scenario could leave PNCT in the hands of neutral owners, giving the port a common-user facility. “It is important to the port’s competitiveness to retain a common-user facility,” a source said. <h3>Carriers’ healthy appetite for terminal assets </h3>The issue of carrier terminal control is front and center with the impending sale of Maher given that carriers overall have become aggressive acquirers and developers of terminal capacity globally, <a href="https://www.joc.com/article/more-carrier-controlled-terminal-operations-could-be-coming-to-the-east-coast-6207482">including on the US East Coast</a>. For example, if Maher were to fall into the hands of Hapag-Lloyd or Ocean Network Express (ONE), both top 10 carriers that are expanding their terminal portfolios, it could leave the port as essentially a closed shop where non-terminal operating carriers are deprioritized, making the port less competitive overall. The reason is that while carrier-owned terminals often claim to be neutral, in reality they are not. “Within carriers that own terminals, internal debates take place between the port operations team and the liner teams regarding terminals the carrier owns,” said George Goldman, former president of Zim Integrated Shipping Services and CMA CGM in the US. “Third-party terminal revenue is a big deal for the terminal guys, but ultimately decisions pay homage to the mothership and ultimately preference is given to the carrier.” He added: “Independent carriers really have very little leverage so ... I think ultimately it’s a disadvantage for them and the industry.” Such are the implications for non-terminal-owning carriers that — depending on who the buyer is — it could impact alliances and port calls on the US East Coast, said a port expert who asked to remain anonymous. <h3>‘Single-most attractive terminal target in the world’ </h3>The Maher sale, moreover, isn’t just any transaction. It’s the premier terminal property in the heart of the world’s <a href="https://financesonline.com/10-wealthiest-cities-in-the-world-its-not-new-york-or-london-at-the-top/">second-largest</a> metropolitan region by GDP, as well as a dominant player within a strategically located port that over several years has held its own among competitors. The Maher facility is “the single-most attractive terminal target in the world today,” according to the knowledgeable source. The import market share of New York-New Jersey among Northeast ports (including Boston, Philadelphia, Baltimore and Virginia) was 63.1% in 2025 versus 63.6% in 2020, according to S&amp;P Global Market Intelligence. A further benefit to NY-NJ stems from long-term growth in East Coast market share as Asia manufacturing gravitates south from China, which favors the westbound route into North America. It has been widely reported that Maher will be put up for sale in the coming months by Macquarie. JP Morgan has been named as the sell-side advisor, according to Infralogic, an infrastructure publication. The bank is incentivized to achieve a price possibly as lofty as $6 billion, said the knowledgeable source. Macquarie in December renewed Maher’s lease with the Port Authority of New York and New Jersey for 33 years through 2063, <a href="https://www.joc.com/article/macquarie-seals-deal-for-new-maher-lease-at-nynj-through-2063-6137751">agreeing</a> to terms that include responsibility for upkeep of wharves and berths and a commitment to increase capacity in line with demand. The lease renewal was seen as a critical step in Macquarie’s ability to put the terminal up for sale as it removes uncertainty as to what a buyer is committing to. The knowledgeable source said the terminal, which was acquired by Macquarie from Deutsche Bank in 2016, will attract interest from potential buyers including carrier-owned terminal operators, independent operators such as DP World, PSA or Carrix, as well as potentially infrastructure-focused financial players. Yet with indications the port is committed to maintaining a common-user facility within the port, it remains to be seen whether it will intervene to achieve that result given that it has the right to approve the Maher transaction but can’t dictate who the buyer would be. Some port sources speculate that Macquarie would not have renewed the Maher lease without a commitment from the port not to reopen the lease as a condition for approving the sale, which it did to force concessions from CMA CGM regarding the Global terminals deal. A spokesperson for the port of NY-NJ would only say: “We are unable to comment on possible sales or negotiations.” Macquarie could not be reached for comment. Contact Peter Tirschwell at <a href="mailto:peter.tirschwell@spglobal.com">peter.tirschwell@spglobal.com</a>. </div>

As Maher Terminals, the largest terminal at the Port of New York and New Jersey, is being prepped for sale with active discussions under way with potential buyers, a possible unfavorable outcome for the port is for all major terminals ending up owned by ocean carriers. The 450-acre Maher facility in New Jersey, at approximately one-third of container capacity and market share within the port, is the last remaining non-carrier-owned terminal following the 2023 acquisition by CMA CGM of previously neutral Global Container Terminals facilities at Bayonne and Howland Hook, other than a small facility in Brooklyn under control of the NYC Economic Development Corp. If Maher were to be sold to a carrier by its owner, Macquarie Asset Management, the result could be several large carriers who don’t own terminals at the port ending up as customers of other carriers. Those carriers and their customers would thus be left at a perpetual disadvantage in terms of berth windows and cargo handling when serving New York-New Jersey. That would make the port less attractive for such carriers versus competitive ports for inland cargo such as Virginia that are operated on a neutral basis. “Maher Terminals has combined an exceptional leadership team with expansive capital investment to create a leading neutral stevedoring operation on the East Coast,” said Ken O’Brien, CEO of Gemini Shippers Group. “It is hard to envision how a purchase of the terminal by one of the liner companies would lead to improved service levels.” The other major terminals partly or fully carrier-owned are APM Terminals, a unit of AP Moller-Maersk; and Port Newark Container Terminal, or PNCT, which is 50% owned by Terminal Investment Limited (TiL), the terminal operating business of Mediterranean Shipping Co. Different outcomes are possible. If Maher were sold to MSC, the world’s largest carrier and an aggressive acquirer of terminal space in the US and globally, it would likely force MSC to sell its PNCT stake due to antitrust concerns over market dominance at the East Coast’s largest port, according to a knowledgeable source. MSC is one of the parties that have expressed interest in Maher, according to a February report in the Wall Street Journal. Such a scenario could leave PNCT in the hands of neutral owners, giving the port a common-user facility. “It is important to the port’s competitiveness to retain a common-user facility,” a source said. Carriers’ healthy appetite for terminal assets The issue of carrier terminal control is front and center with the impending sale of Maher given that carriers overall have become aggressive acquirers and developers of terminal capacity globally, including on the US East Coast . For example, if Maher were to fall into the hands of Hapag-Lloyd or Ocean Network Express (ONE), both top 10 carriers that are expanding their terminal portfolios, it could leave the port as essentially a closed shop where non-terminal operating carriers are deprioritized, making the port less competitive overall. The reason is that while carrier-owned terminals often claim to be neutral, in reality they are not. “Within carriers that own terminals, internal debates take place between the port operations team and the liner teams regarding terminals the carrier owns,” said George Goldman, former president of Zim Integrated Shipping Services and CMA CGM in the US. “Third-party terminal revenue is a big deal for the terminal guys, but ultimately decisions pay homage to the mothership and ultimately preference is given to the carrier.” He added: “Independent carriers really have very little leverage so ... I think ultimately it’s a disadvantage for them and the industry.” Such are the implications for non-terminal-owning carriers that — depending on who the buyer is — it could impact alliances and port calls on the US East Coast, said a port expert who asked to remain anonymous. ‘Single-most attractive terminal target in the world’ The Maher sale, moreover, isn’t just any transaction. It’s the premier terminal property in the heart of the world’s second-largest metropolitan region by GDP, as well as a dominant player within a strategically located port that over several years has held its own among competitors. The Maher facility is “the single-most attractive terminal target in the world today,” according to the knowledgeable source. The import market share of New York-New Jersey among Northeast ports (including Boston, Philadelphia, Baltimore and Virginia) was 63.1% in 2025 versus 63.6% in 2020, according to S&P Global Market Intelligence. A further benefit to NY-NJ stems from long-term growth in East Coast market share as Asia manufacturing gravitates south from China, which favors the westbound route into North America. It has been widely reported that Maher will be put up for sale in the coming months by Macquarie. JP Morgan has been named as the sell-side advisor, according to Infralogic, an infrastructure publication. The bank is incentivized to achieve a price possibly as lofty as $6 billion, said the knowledgeable source. Macquarie in December renewed Maher’s lease with the Port Authority of New York and New Jersey for 33 years through 2063, agreeing to terms that include responsibility for upkeep of wharves and berths and a commitment to increase capacity in line with demand. The lease renewal was seen as a critical step in Macquarie’s ability to put the terminal up for sale as it removes uncertainty as to what a buyer is committing to. The knowledgeable source said the terminal, which was acquired by Macquarie from Deutsche Bank in 2016, will attract interest from potential buyers including carrier-owned terminal operators, independent operators such as DP World, PSA or Carrix, as well as potentially infrastructure-focused financial players. Yet with indications the port is committed to maintaining a common-user facility within the port, it remains to be seen whether it will intervene to achieve that result given that it has the right to approve the Maher transaction but can’t dictate who the buyer would be. Some port sources speculate that Macquarie would not have renewed the Maher lease without a commitment from the port not to reopen the lease as a condition for approving the sale, which it did to force concessions from CMA CGM regarding the Global terminals deal. A spokesperson for the port of NY-NJ would only say: “We are unable to comment on possible sales or negotiations.” Macquarie could not be reached for comment. Contact Peter Tirschwell at peter.tirschwell@spglobal.com .

North American ports

Marine terminals

Impending sale of Maher likely to reshape competitive dynamics at Port of NY-NJ

<div class="phx-topic abstract-wrapper">The 15,900-TEU container ships will be delivered between November 2028 and September 2029 and reflect the continuing dominance of LNG as the new generation fuel of choice for vessel operators ordering new ships.</div>

The 15,900-TEU container ships will be delivered between November 2028 and September 2029 and reflect the continuing dominance of LNG as the new generation fuel of choice for vessel operators ordering new ships.

<div class="phx-topic">Ocean Network Express (ONE) has become the latest carrier to invest in new vessels this year after signing a $1.2 billion order for six 15,900-TEU dual-fuel liquefied natural gas (LNG) container ships. The deal was confirmed by South Korean shipbuilder HD Hyundai Heavy Industries, which said it signed the contract on May 7. Independent shipbrokers also confirmed ONE’s order. British shipbroking house Clarksons said the ships were priced at $203.5 million each, giving a total contract value of over $1.2 billion, a figure confirmed by Hyundai Heavy in a filing to the South Korea stock exchange Friday. The ships will be delivered between November 2028 and September 2029, Clarksons said. HD Hyundai Heavy Industries also confirmed the final ship would be delivered by Sept. 30, 2030. MB Shipbrokers said discussions between ONE and the shipyard had been going on for several months before contracts were signed last Thursday. The deal “further expands ONE’s growing portfolio of alternative-fuel tonnage across multiple yards, including Hyundai Heavy Industries,” MB said in a market report Friday. The latest order follows an earlier contract for eight 15,900-TEU LNG-powered ships that ONE ordered from Hyundai Heavy last June, with the first deliveries beginning in 2028. ONE, <a href="https://www.joc.com/article/one-expects-11-decline-in-fy26-net-profit-due-to-war-in-middle-east-6212215">according to its fiscal 2025 annual results released on April 30</a>, said it had an order backlog of 67 ships at the end of March. Those included a dozen 13,000-TEU dual-fuel ships that will start to be delivered next year, and the balance of an order for 20 13,800-TEU methanol-ready ships ordered in 2023. <h3>Growing dominance of LNG-powered ships </h3>ONE’s deal reflects the continuing dominance of LNG as the new generation fuel of choice for vessel operators ordering new ships. There are more than 6.4 million TEUs of LNG-powered ships currently on order globally, according to data from Sea-web, a sister product of the Journal of Commerce within S&amp;P Global. ONE joins several of its peers, including <a href="https://www.joc.com/article/evergreen-adds-to-order-book-with-deal-for-six-24000-teu-vessels-6201246">Evergreen</a>, <a href="https://www.joc.com/article/cosco-shipping-cu-lines-expand-fleets-with-20-new-container-ships-6215039">Cosco Shipping</a>, <a href="https://www.joc.com/article/oocl-orders-its-first-lng-fueled-ships-with-2-billion-deal-for-12-vessels-6212244">OOCL</a>, and <a href="https://www.joc.com/article/yang-ming-wan-hai-boost-combined-order-book-with-12-new-ships-6185215">Yang Ming</a> in ordering new vessels since the beginning of this year. <div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="ef78ab1f-3609-44d0-a713-fb260bc40609"></dynamic-object></div>Linerlytica said orders totaling 1.9 million TEUs of capacity were signed in the first four months of this year. As a consequence, the “order book has swelled to a new record high of 13 million TEUs on the back of unrestrained new ship orders,” the shipping data platform said in a May 4 commentary. “Over-capacity will soon catch up with the market, with over 5 million TEUs scheduled to be delivered in 2028 alone,” it added. Indeed, the global order book continues to swell, with total capacity on order currently at 12 million TEUs, 36% of the in-service fleet, according to Sea-web. Contact Keith Wallis at <a href="mailto:keithwallis@hotmail.com">keithwallis@hotmail.com</a>.</div>

Ocean Network Express (ONE) has become the latest carrier to invest in new vessels this year after signing a $1.2 billion order for six 15,900-TEU dual-fuel liquefied natural gas (LNG) container ships. The deal was confirmed by South Korean shipbuilder HD Hyundai Heavy Industries, which said it signed the contract on May 7. Independent shipbrokers also confirmed ONE’s order. British shipbroking house Clarksons said the ships were priced at $203.5 million each, giving a total contract value of over $1.2 billion, a figure confirmed by Hyundai Heavy in a filing to the South Korea stock exchange Friday. The ships will be delivered between November 2028 and September 2029, Clarksons said. HD Hyundai Heavy Industries also confirmed the final ship would be delivered by Sept. 30, 2030. MB Shipbrokers said discussions between ONE and the shipyard had been going on for several months before contracts were signed last Thursday. The deal “further expands ONE’s growing portfolio of alternative-fuel tonnage across multiple yards, including Hyundai Heavy Industries,” MB said in a market report Friday. The latest order follows an earlier contract for eight 15,900-TEU LNG-powered ships that ONE ordered from Hyundai Heavy last June, with the first deliveries beginning in 2028. ONE, according to its fiscal 2025 annual results released on April 30 , said it had an order backlog of 67 ships at the end of March. Those included a dozen 13,000-TEU dual-fuel ships that will start to be delivered next year, and the balance of an order for 20 13,800-TEU methanol-ready ships ordered in 2023. Growing dominance of LNG-powered ships ONE’s deal reflects the continuing dominance of LNG as the new generation fuel of choice for vessel operators ordering new ships. There are more than 6.4 million TEUs of LNG-powered ships currently on order globally, according to data from Sea-web, a sister product of the Journal of Commerce within S&P Global. ONE joins several of its peers, including Evergreen , Cosco Shipping , OOCL , and Yang Ming in ordering new vessels since the beginning of this year. Linerlytica said orders totaling 1.9 million TEUs of capacity were signed in the first four months of this year. As a consequence, the “order book has swelled to a new record high of 13 million TEUs on the back of unrestrained new ship orders,” the shipping data platform said in a May 4 commentary. “Over-capacity will soon catch up with the market, with over 5 million TEUs scheduled to be delivered in 2028 alone,” it added. Indeed, the global order book continues to swell, with total capacity on order currently at 12 million TEUs, 36% of the in-service fleet, according to Sea-web. Contact Keith Wallis at keithwallis@hotmail.com .

ONE to spend $1.2 billion in deal with HD Hyundai for six LNG-powered ships

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