Marine terminal operator John Atkins hit a nerve among cargo interests when he linked port congestion to stagnant rates and their impact on supply chains.
In my early shipping days, an industry veteran told me something as appropriate today as it was then: Over time, nothing is really new. The same patterns and issues return. Decades later, that lesson comes to mind as I read about carrier profitability.
A recent statement from a marine terminal operator that current port congestion is the shippers’ fault is ridiculous.
With an increasing number of workers finding and keeping jobs, the positive momentum for freight transportation will likely carry forward.
I said at the beginning of my response on a question in August about the $75,000 broker bond requirement that I thought I’d be stepping on some toes, but I guess I underestimated the severity of my tread.
When Maersk Line in 2011 ordered 20 Triple E vessels capable of carrying 18,000 TEUs each, it marked a sea change in the container shipping industry. It was, after all, the first time a carrier placed an order for ships not to meet demand, but to cut operating costs — the ships burn 40 percent less fuel.
Ocean carriers’ relentless drive to reduce costs is starting to show results, but everyone else is paying a heavy price.
The transloading trend is placing severe pressure on the largest container gateway in the Americas, where the adjacent Los Angeles and Long Beach ports handled a combined 14.4 million 20-foot-equivalent units last year.
Marine terminals are among the most visible targets when addressing port congestion, but marine terminals are but a single node in an extensive intermodal freight supply chain.
George R. Tuttle III and Cindy Deleon
In January, Customs and Border Protection announced plans to update its rules on conducting focused assessments. Some changes seem subtle, but on closer examination, they can have a significant impact on a Customs audit.
I have a claim with a less-than-truckload carrier where the carrier damaged a portion of the product on a prepaid shipment and where we don’t charge our customer for freight. We absorb the freight as part of the sale. Why is a shipper not entitled to recuperation of freight costs?
What's the best way to celebrate National Truck Driver Appreciation Week? 1) Raise pay; 2) Start to build a more 'driver-centric' business.
Of the multitude of business maxims I’ve been exposed to, I can think of no other that is more relevant, or more valuable to business operations in general, than: “If you can’t measure it, you can’t manage it.”
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