<div class="phx-topic abstract-wrapper">Buoyed by profits, the sale of some assets and cash infusions from two outside investors, CMA CGM is sporting a much healthier balance sheet this year than it was just two years ago. If it continues to post profits and the financial markets allow, it will launch an initial public offering of its stock at the end of 2014.</div>

Buoyed by profits, the sale of some assets and cash infusions from two outside investors, CMA CGM is sporting a much healthier balance sheet this year than it was just two years ago. If it continues to post profits and the financial markets allow, it will launch an initial public offering of its stock at the end of 2014.

<div>Buoyed by profits, the sale of some assets and cash infusions from two outside investors, CMA CGM is sporting a much healthier balance sheet this year than it was just two years ago. If it continues to post profits and the financial markets allow, it will launch an initial public offering of its stock at the end of 2014.“We believe that in order to go through an IPO, we need to make sure the company is doing well financially,” said Rodolphe Saade, executive officer of the world’s third-largest container line.“2012 was a good year. We expect 2013 to be pretty...

Buoyed by profits, the sale of some assets and cash infusions from two outside investors, CMA CGM is sporting a much healthier balance sheet this year than it was just two years ago. If it continues to post profits and the financial markets allow, it will launch an initial public offering of its stock at the end of 2014. “We believe that in order to go through an IPO, we need to make sure the company is doing well financially,” said Rodolphe Saade, executive officer of the world’s third-largest container line. “2012 was a good year. We expect 2013 to be pretty much the same. And 2014 is too soon to say, but if the results are good, then we should definitely consider an IPO,” he said. The French carrier, which came close to bankruptcy in 2011, when more than $5 billion in bank debt threatened to sink it, has whittled that debt down to $4.2 billion and reduced the number of creditor banks. “Instead of dealing with 72 banks, we are now dealing with 66 or 67 banks, and we are working on reducing this to a more reasonable level.” Saade said in an interview with the JOC. He said the Marseilles-based shipping line is paying its banks debt down at the rate of about $1 billion per year in interest and principal. “That’s many ships,” he said. CMA CGM wants to maintain strong relations with its lenders. “At the same time, when you are in shipping and you invest billions of dollars, you need to make sure that you have enough banks to help out to finance your developments,” Saade said.” CMA CGM posted a net profit of $102 million in the first quarter of 2013 , compared with a $240 million loss a year earlier. It earned a full year 2012 profit of $361 million, compared with a $5 million loss for full year 2011. In June, the French line closed on the sale of a 49 percent stake in Terminal Link , its global container terminal unit, to China Merchants Holdings for $532 million, which it put into its cash reserves rather than help pay down its $4.2 billion net debt. “The sale does not change control of the company, because we keep control of 51 percent,” Saade said. “Not only does it allow us to increase our cash flow, but at the same time it allows us to team up with a Chinese investor who will also be a partner in terminal investment in the future.” He said that while it is too early to talk about what port investments Terminal Link is planning, it is looking at possibilities all over the world. ”We are looking at various places, but these terminal investments do cost a lot of money, so we need to be careful as we do not have too many spots that we can invest in.” CMA CGM also closed on an investment of $150 million in July by Le Fonds Strategique d’Investissement, the French government’s sovereign wealth fund, which acquired a 6 percent stake in the carrier. Last year, the Yildirim Group, a Turkish investment group, invested a total of $350 million in two separate transactions in return for a 24 percent stake in the ocean carrier. But even with these two outside investments, the Saade family remains firmly in control of the company that was founded by Rodolphe Saade’s father, Jacques Saade, who owned Compagnie Maritime d'Affrètement and acquired Compagnie Générale Maritime in 1978. “Now that FSI is on board, we will have a total of 13 board members,” Saade said. “Prior to the arrival of FIS, we were 10 board members. With FSI, there will be 13, one for FSI and an additional two for my family. Yildirim will have three, the FSI, one, and the Saade family will have nine.” Contact Peter Leach at pleach@joc.com and follow him at twitter.com/petertleach .

Container lines

CMA CGM Prepares for End-2014 IPO

<div class="phx-topic abstract-wrapper">Shippers using truckload visibility platforms need accurate data to run their supply chains, but face hurdles in onboarding carriers in Europe. </div>

Shippers using truckload visibility platforms need accurate data to run their supply chains, but face hurdles in onboarding carriers in Europe.

Feature image

<div class="phx-topic">Truckload shippers in Europe are constrained by a host of behavioral and technical challenges from effectively tracking carriers. But those challenges can be overcome if data quality expectations are spelled out in contracts with carriers and third-party logistics providers, a range of shippers say. “Carrier onboarding and data quality management are the most important visibility project success factors,” Frank Hildebrandt, director of supply chain excellence at BASF, said at the Shippeo VisibilityNow conference in Paris Nov. 6. “You need procurement involved,” Hildebrandt added. “If you don’t have [service level agreements] built into contracts with carriers, you’re a toothless tiger.” Jurgen Neyses, associate director of inbound logistics at Arla Foods, echoed those remarks. “Make sure carriers know visibility expectations before you onboard them and then eventually make it part of the contract,” he said. “No visibility, no contract.” Neyses bemoaned the silos of information around coordinating truckload pickups and deliveries, saying that visibility data, if properly absorbed by the shipper and conveyed to the carrier, could help create efficiencies for both parties. Appointment scheduling is a good example. Arla’s freight tendering system might default to set an appointment at 8 am, but a receiving facility, which requires appointments, might only have a 3 pm appointment available on a specific day. “But there’s no way for us to connect that open appointment to other systems (including visibility platforms),” Neyses said. <h3>Part of the contract </h3>Olivier Cuntz, senior vice president of supply chain optimization at Geodis, said putting Shippeo onboarding requirements into contracts with carriers has helped increase the accuracy of data it receives. “All carriers face tech issues, so we get around that by providing a mobile app,” he said. The challenges around onboarding carriers — and the connected importance of data quality for shippers — was a common theme at the Shippeo event. But sources have independently told the Journal of Commerce that onboarding is a hindrance to using visibility tools effectively. “It’s a challenge to manage the variability between carriers that have onboarded employees or vetted drivers versus other [third-party] drivers they use,” said a shipper who asked not to be identified. Another shipper who also asked not to be identified said the data exchange mechanisms commonly used by visibility providers — application programming interfaces (APIs) — are challenging for shippers with legacy infrastructure. Much of the discussion at the Shippeo event involved the manner in which shippers and 3PLs could combine to make the onboarding challenge easier for each other and carriers. “If the carrier doesn’t onboard, we can’t track our shipments,” said Bas Schoone, chief operating officer of Dutch 4PL provider Caroz. “But what’s in it for the carrier? In most cases, they’re not rewarded. The tender happens, freight is awarded and then visibility is discussed, but the carrier has a small margin and they are being asked to integrate with many platforms. Those costs are not included in their price.” Schoone had a call to arms for Shippeo’s customers, one that would apply to other networks of shippers and 3PLs built around a common visibility vendor. “We as Shippeo customers should share information about carriers that are integrated to give them more freight and help them build their businesses,” he said. “That’s a benefit.” Hildebrandt agreed. “We as shippers have overlapping carrier networks, yet we’re all individually doing the same exercise over and over with those carriers,” he said. “We all have the same base requirements.” Contact Eric Johnson at <a href="mailto:eric.johnson@spglobal.com">eric.johnson@spglobal.com</a>. </div>

Truckload shippers in Europe are constrained by a host of behavioral and technical challenges from effectively tracking carriers. But those challenges can be overcome if data quality expectations are spelled out in contracts with carriers and third-party logistics providers, a range of shippers say. “Carrier onboarding and data quality management are the most important visibility project success factors,” Frank Hildebrandt, director of supply chain excellence at BASF, said at the Shippeo VisibilityNow conference in Paris Nov. 6. “You need procurement involved,” Hildebrandt added. “If you don’t have [service level agreements] built into contracts with carriers, you’re a toothless tiger.” Jurgen Neyses, associate director of inbound logistics at Arla Foods, echoed those remarks. “Make sure carriers know visibility expectations before you onboard them and then eventually make it part of the contract,” he said. “No visibility, no contract.” Neyses bemoaned the silos of information around coordinating truckload pickups and deliveries, saying that visibility data, if properly absorbed by the shipper and conveyed to the carrier, could help create efficiencies for both parties. Appointment scheduling is a good example. Arla’s freight tendering system might default to set an appointment at 8 am, but a receiving facility, which requires appointments, might only have a 3 pm appointment available on a specific day. “But there’s no way for us to connect that open appointment to other systems (including visibility platforms),” Neyses said. Part of the contract Olivier Cuntz, senior vice president of supply chain optimization at Geodis, said putting Shippeo onboarding requirements into contracts with carriers has helped increase the accuracy of data it receives. “All carriers face tech issues, so we get around that by providing a mobile app,” he said. The challenges around onboarding carriers — and the connected importance of data quality for shippers — was a common theme at the Shippeo event. But sources have independently told the Journal of Commerce that onboarding is a hindrance to using visibility tools effectively. “It’s a challenge to manage the variability between carriers that have onboarded employees or vetted drivers versus other [third-party] drivers they use,” said a shipper who asked not to be identified. Another shipper who also asked not to be identified said the data exchange mechanisms commonly used by visibility providers — application programming interfaces (APIs) — are challenging for shippers with legacy infrastructure. Much of the discussion at the Shippeo event involved the manner in which shippers and 3PLs could combine to make the onboarding challenge easier for each other and carriers. “If the carrier doesn’t onboard, we can’t track our shipments,” said Bas Schoone, chief operating officer of Dutch 4PL provider Caroz. “But what’s in it for the carrier? In most cases, they’re not rewarded. The tender happens, freight is awarded and then visibility is discussed, but the carrier has a small margin and they are being asked to integrate with many platforms. Those costs are not included in their price.” Schoone had a call to arms for Shippeo’s customers, one that would apply to other networks of shippers and 3PLs built around a common visibility vendor. “We as Shippeo customers should share information about carriers that are integrated to give them more freight and help them build their businesses,” he said. “That’s a benefit.” Hildebrandt agreed. “We as shippers have overlapping carrier networks, yet we’re all individually doing the same exercise over and over with those carriers,” he said. “We all have the same base requirements.” Contact Eric Johnson at eric.johnson@spglobal.com .

Logistics Technology News

Supply chain

European shippers bemoan data impact of truckload carrier onboarding challenge

<div class="phx-topic abstract-wrapper">With typical seasonal lulls setting in after a slower-than-usual peak season, forwarders generally do not expect India-Europe rates to show any sort of an uptick until January. </div>

With typical seasonal lulls setting in after a slower-than-usual peak season, forwarders generally do not expect India-Europe rates to show any sort of an uptick until January.

<div class="phx-topic">The steady rate erosion seen on India-Europe trades over the last few months continues to build, sending carrier westbound booking rates to lows last <a href="https://www.joc.com/article/november-rate-plunge-negates-carrier-pricing-activity-on-india-europe-trade-5222709">reported in late 2023</a>, an analysis of new data obtained by the Journal of Commerce from freight forwarders shows. Forwarder sources have now put average freight-all-kinds (FAK) rates from West India to North Europe at $800 to $900 per FEU, with some cargo-hungry Asian carriers even quoting slightly lower. That’s down from $1,000 to $1,100 per FEU about a month ago. “It’s pathetic out there to get the cargo without compromising on prices,” a sales executive at a European liner who didn’t want to be identified told the Journal of Commerce. “But we have still announced a modest rate hike plan for early December.” With typical seasonal lulls setting in after a slower-than-usual peak season, forwarders generally do not expect India-Europe rates to show any sort of an uptick until January. They also believe overcapacity will remain a drag on the ability of carriers to push through large rate increases in early 2026 unless demand strengthens significantly. Supal Shah, CEO of Mumbai-based Sarjak Container Lines, noted that ocean pricing on the India-Europe trade lane has been through peaks and lows in recent years due to ongoing volatile market conditions. “Rates surged in early 2024 as carriers rerouted vessels around the Cape of Good Hope to avoid attacks in the Red Sea,” said Shah. “By late 2025, demand weakened and capacity improved, leading to yet another correction.” In that vein, Shah believes exporters and freight service providers should combine long-term service contracts with flexible spot strategies to hedge their margin bets. <h3>Data suggest export diversification </h3>Meanwhile, CMA CGM seems set to pull the additional India-Europe capacity it injected last month into the market through a temporary relay stop at Tangier in Morocco on its Indamex (India-US East Coast) loop, the carrier’s November forward vessel schedules indicate. Anecdotal industry data puts India-Europe containerized volumes from January to September at 770,000 TEUs. On a broader note, despite US tariff pressures, India’s merchandise exports by value in September were up nearly 7% year over year, government data shows, likely due to stronger market diversification efforts. “While the US continues to be India’s largest export destination, there is substantial untapped potential in regions such as Latin America, Africa and [Southeast Asia],” the Federation of Indian Export Organizations said in a statement. Contact Bency Mathew at <a href="mailto:bencyvmathew@gmail.com">bencyvmathew@gmail.com</a>. </div>

The steady rate erosion seen on India-Europe trades over the last few months continues to build, sending carrier westbound booking rates to lows last reported in late 2023 , an analysis of new data obtained by the Journal of Commerce from freight forwarders shows. Forwarder sources have now put average freight-all-kinds (FAK) rates from West India to North Europe at $800 to $900 per FEU, with some cargo-hungry Asian carriers even quoting slightly lower. That’s down from $1,000 to $1,100 per FEU about a month ago. “It’s pathetic out there to get the cargo without compromising on prices,” a sales executive at a European liner who didn’t want to be identified told the Journal of Commerce. “But we have still announced a modest rate hike plan for early December.” With typical seasonal lulls setting in after a slower-than-usual peak season, forwarders generally do not expect India-Europe rates to show any sort of an uptick until January. They also believe overcapacity will remain a drag on the ability of carriers to push through large rate increases in early 2026 unless demand strengthens significantly. Supal Shah, CEO of Mumbai-based Sarjak Container Lines, noted that ocean pricing on the India-Europe trade lane has been through peaks and lows in recent years due to ongoing volatile market conditions. “Rates surged in early 2024 as carriers rerouted vessels around the Cape of Good Hope to avoid attacks in the Red Sea,” said Shah. “By late 2025, demand weakened and capacity improved, leading to yet another correction.” In that vein, Shah believes exporters and freight service providers should combine long-term service contracts with flexible spot strategies to hedge their margin bets. Data suggest export diversification Meanwhile, CMA CGM seems set to pull the additional India-Europe capacity it injected last month into the market through a temporary relay stop at Tangier in Morocco on its Indamex (India-US East Coast) loop, the carrier’s November forward vessel schedules indicate. Anecdotal industry data puts India-Europe containerized volumes from January to September at 770,000 TEUs. On a broader note, despite US tariff pressures, India’s merchandise exports by value in September were up nearly 7% year over year, government data shows, likely due to stronger market diversification efforts. “While the US continues to be India’s largest export destination, there is substantial untapped potential in regions such as Latin America, Africa and [Southeast Asia],” the Federation of Indian Export Organizations said in a statement. Contact Bency Mathew at bencyvmathew@gmail.com .

Asia-Europe

Container Shipping News

Maritime

Overcapacity, slack season pressures push India-Europe rates to two-year lows

<div class="phx-topic abstract-wrapper">A predicted annual growth rate of 9% for the space economy to 2035 will intensify the demands on cargo handlers. </div>

A predicted annual growth rate of 9% for the space economy to 2035 will intensify the demands on cargo handlers.

<div class="phx-topic">Increased frequency of launches, a rise of orbital servicing and the emergence of lunar cargo delivery are driving demand for space-related project cargo logistics models that are agile, compliant and technically robust, according to specialist forwarders. Citing an analysis from McKinsey &amp; Company for the World Economic Forum (2024–25), Marc Cowie, CEO for North America for specialist forwarder Trans Global Projects, said the space economy is undergoing a significant transformation that “directly impacts the logistics of space components.” The McKinsey report projects the global space economy to reach $1.8 trillion by 2035, up from $630 billion in 2023, with an average annual growth rate of 9% — nearly double the global GDP growth rate. This expansion is driven by several key factors, Cowie told the Journal of Commerce. These include declining launch costs, the proliferation of smaller, cheaper satellites; enhanced Earth observation capabilities, diversified investment with over $70 billion in private capital invested in space ventures during 2021–22, and sectoral integration. McKinsey emphasized that space is no longer a niche sector — it is becoming a ubiquitous enabler of terrestrial industries, including logistics. “For the logistics of space components, this means increased demand for specialized transport solutions, growth in multimodal and intercontinental operations, higher regulatory and compliance complexity, and opportunities in orbital and lunar logistics,” Peter Fritschi, Group COO at Trans Global Projects (TGP), told the Journal of Commerce. As satellite constellations and orbital infrastructure scale, logistics providers must support more frequent, time-sensitive and technically complex shipments today. For tomorrow, emerging services such as in-orbit refueling, debris removal and lunar cargo delivery will require new logistics models and partnerships. “In short, the logistics of space components is entering a phase of accelerated growth and strategic importance,” Fritschi said. <h3>Shift of logistics focus </h3>The logistics of space components has evolved over the past few years, both operationally and commercially. TGP has seen a shift from ad hoc, project-based shipments to a more structured and recurring flow of high-value, technically complex cargo. “Private logistics providers have adapted to this shift by developing multimodal solutions that accommodate oversized, sensitive and often confidential space hardware,” Cowie said. In a recent project, NATCO, part of the TGP group, coordinated the transport of custom-built containers for a next-generation European launch vehicle. These containers each held one-half of the rocket tip and were moved from Switzerland to a South American launch site operated by a European space agency. The shipments were part of a regular supply chain supporting both European and US space programs. TGP USA, meanwhile, has supported a US space company by shipping large counterweights for rocket launchers from China to the US in moves that required coordination across continents, including customs brokerage, biosecurity compliance and specialized handling protocols. “The operational complexity of these shipments reflects the broader evolution of the market,” Fritschi said. “Logistics providers are now expected to manage not only the physical movement of space components but also the regulatory, engineering and risk mitigation aspects of each mission.” This includes navigating export controls, ensuring vibration and temperature stability, and aligning with launch schedules and orbital servicing windows. <h3>Greener handling of space components </h3>Wind power is playing a central role in the logistics for the European Space Agency (ESA) Ariane 6 program, as part of ESA’s environmental commitments. The launcher elements of the heavy-lift rocket Ariane 6, manufactured in Europe, are being transported to ESA’s spaceport in French Guiana onboard the 121-meter-long Canopée, a custom-built roll-on/roll-off vessel fitted with four 37-meter-tall OceanWings sails. The sails fitted to the Canopée reduce fuel consumption on the rotation by between 25% and 30%, and halve the cost of shipping the parts, said Louis Laurent, head of the Ariane 6 program. “Our environmental commitments were at the center of the decision taken early in the Ariane 6 program to build the most efficient vessel in terms of costs and carbon footprint,” he told the Journal of Commerce. The hybrid propulsion vessel rotates between five ports to load Ariane 6 components and ship them across the Atlantic. The rotation starts in Bremen, Germany, where the upper stage is loaded, then to Rotterdam in the Netherlands to load the rocket’s fairing, Le Havre, France, for the core stage for Ariane 6, and finally Bordeaux, France, for the solid propulsion elements, before a 10-day trans-Atlantic crossing to the port of Pariacabo in Kourou, French Guiana — where all the components are offloaded and transported by road to the Ariane 6 launch vehicles assembly building a few kilometers away. The Canopée is expected to complete the port rotation up to 12 times a year. “Today we are not at the maximum for Ariane 6, but we are ramping up to 10 to 12 launches per year,” said Laurent. “So the vessel is not at maximum use now, but next year will be almost fully occupied on the Ariane 6.” The vessel is chartered and operated by shipping company Alizés, which can use it elsewhere if there is capacity. The Canopée was built by Neptune Marine Projects in the Polish port of Sczezcin. Sea trials beginning in December 2022 included a crossing from Rotterdam to Kourou, and the four sails were installed in 2023. “The sails enable a very significant reduction in fuel. It is not a concept, but has been demonstrated in reality, in more than two years of operations between Europe and South America,” said Laurent. “The vessel is part of our sustainability program, which also includes our commitment to deorbit the upper stage at the end of the mission, rather than leaving it in orbit. Ariane 6 is the first program to have this policy to clean up in space when the mission is done.” Ariane 6 weighs almost 900 metric tons when launched with a full payload. The two versions have the flexibility to launch both heavy and light payloads to a range of orbits, for applications such as Earth observation, telecoms, meteorology, science and navigation. <h3>Plethora of logistics challenges </h3>ESA’s Ariane 6 program demonstrates the physical challenges of handling space cargoes. But logistics complexity lies not only in the physical nature of the cargo, but also in the regulatory, operational and geopolitical landscape surrounding space-related shipments. Another challenge is confidentiality. “Space-related cargo often involves proprietary technology and mission-critical components,” Cowie said. “This limits the ability to share operational details with subcontractors or even internally across teams.” As a result, logistics providers must implement heightened security protocols, discreet handling procedures and close coordination with clients and government agencies. Timing is also critical. “Space components are frequently tied to fixed launch windows, meaning any delay in transport can have cascading effects across mission schedules,” Fritschi said. “This demands contingency planning, priority access to transport modes and constant communication with stakeholders.” But there are opportunities on the horizon. With orbital congestion and space debris becoming critical concerns, Fritschi believes logistics providers will be called upon to support missions focused on debris removal, satellite repositioning and end-of-life asset management. “This opens a niche for companies with engineering capabilities and secure transport solutions for sensitive and hazardous materials,” he said. Contact Carly Fields at <a href="mailto:carly.fields@spglobal.com">carly.fields@spglobal.com</a>.Contact Felicity Landon at <a href="mailto:felicity@felicitylandon.com">felicity@felicitylandon.com</a>.</div>

Increased frequency of launches, a rise of orbital servicing and the emergence of lunar cargo delivery are driving demand for space-related project cargo logistics models that are agile, compliant and technically robust, according to specialist forwarders. Citing an analysis from McKinsey & Company for the World Economic Forum (2024–25), Marc Cowie, CEO for North America for specialist forwarder Trans Global Projects, said the space economy is undergoing a significant transformation that “directly impacts the logistics of space components.” The McKinsey report projects the global space economy to reach $1.8 trillion by 2035, up from $630 billion in 2023, with an average annual growth rate of 9% — nearly double the global GDP growth rate. This expansion is driven by several key factors, Cowie told the Journal of Commerce. These include declining launch costs, the proliferation of smaller, cheaper satellites; enhanced Earth observation capabilities, diversified investment with over $70 billion in private capital invested in space ventures during 2021–22, and sectoral integration. McKinsey emphasized that space is no longer a niche sector — it is becoming a ubiquitous enabler of terrestrial industries, including logistics. “For the logistics of space components, this means increased demand for specialized transport solutions, growth in multimodal and intercontinental operations, higher regulatory and compliance complexity, and opportunities in orbital and lunar logistics,” Peter Fritschi, Group COO at Trans Global Projects (TGP), told the Journal of Commerce. As satellite constellations and orbital infrastructure scale, logistics providers must support more frequent, time-sensitive and technically complex shipments today. For tomorrow, emerging services such as in-orbit refueling, debris removal and lunar cargo delivery will require new logistics models and partnerships. “In short, the logistics of space components is entering a phase of accelerated growth and strategic importance,” Fritschi said. Shift of logistics focus The logistics of space components has evolved over the past few years, both operationally and commercially. TGP has seen a shift from ad hoc, project-based shipments to a more structured and recurring flow of high-value, technically complex cargo. “Private logistics providers have adapted to this shift by developing multimodal solutions that accommodate oversized, sensitive and often confidential space hardware,” Cowie said. In a recent project, NATCO, part of the TGP group, coordinated the transport of custom-built containers for a next-generation European launch vehicle. These containers each held one-half of the rocket tip and were moved from Switzerland to a South American launch site operated by a European space agency. The shipments were part of a regular supply chain supporting both European and US space programs. TGP USA, meanwhile, has supported a US space company by shipping large counterweights for rocket launchers from China to the US in moves that required coordination across continents, including customs brokerage, biosecurity compliance and specialized handling protocols. “The operational complexity of these shipments reflects the broader evolution of the market,” Fritschi said. “Logistics providers are now expected to manage not only the physical movement of space components but also the regulatory, engineering and risk mitigation aspects of each mission.” This includes navigating export controls, ensuring vibration and temperature stability, and aligning with launch schedules and orbital servicing windows. Greener handling of space components Wind power is playing a central role in the logistics for the European Space Agency (ESA) Ariane 6 program, as part of ESA’s environmental commitments. The launcher elements of the heavy-lift rocket Ariane 6, manufactured in Europe, are being transported to ESA’s spaceport in French Guiana onboard the 121-meter-long Canopée, a custom-built roll-on/roll-off vessel fitted with four 37-meter-tall OceanWings sails. The sails fitted to the Canopée reduce fuel consumption on the rotation by between 25% and 30%, and halve the cost of shipping the parts, said Louis Laurent, head of the Ariane 6 program. “Our environmental commitments were at the center of the decision taken early in the Ariane 6 program to build the most efficient vessel in terms of costs and carbon footprint,” he told the Journal of Commerce. The hybrid propulsion vessel rotates between five ports to load Ariane 6 components and ship them across the Atlantic. The rotation starts in Bremen, Germany, where the upper stage is loaded, then to Rotterdam in the Netherlands to load the rocket’s fairing, Le Havre, France, for the core stage for Ariane 6, and finally Bordeaux, France, for the solid propulsion elements, before a 10-day trans-Atlantic crossing to the port of Pariacabo in Kourou, French Guiana — where all the components are offloaded and transported by road to the Ariane 6 launch vehicles assembly building a few kilometers away. The Canopée is expected to complete the port rotation up to 12 times a year. “Today we are not at the maximum for Ariane 6, but we are ramping up to 10 to 12 launches per year,” said Laurent. “So the vessel is not at maximum use now, but next year will be almost fully occupied on the Ariane 6.” The vessel is chartered and operated by shipping company Alizés, which can use it elsewhere if there is capacity. The Canopée was built by Neptune Marine Projects in the Polish port of Sczezcin. Sea trials beginning in December 2022 included a crossing from Rotterdam to Kourou, and the four sails were installed in 2023. “The sails enable a very significant reduction in fuel. It is not a concept, but has been demonstrated in reality, in more than two years of operations between Europe and South America,” said Laurent. “The vessel is part of our sustainability program, which also includes our commitment to deorbit the upper stage at the end of the mission, rather than leaving it in orbit. Ariane 6 is the first program to have this policy to clean up in space when the mission is done.” Ariane 6 weighs almost 900 metric tons when launched with a full payload. The two versions have the flexibility to launch both heavy and light payloads to a range of orbits, for applications such as Earth observation, telecoms, meteorology, science and navigation. Plethora of logistics challenges ESA’s Ariane 6 program demonstrates the physical challenges of handling space cargoes. But logistics complexity lies not only in the physical nature of the cargo, but also in the regulatory, operational and geopolitical landscape surrounding space-related shipments. Another challenge is confidentiality. “Space-related cargo often involves proprietary technology and mission-critical components,” Cowie said. “This limits the ability to share operational details with subcontractors or even internally across teams.” As a result, logistics providers must implement heightened security protocols, discreet handling procedures and close coordination with clients and government agencies. Timing is also critical. “Space components are frequently tied to fixed launch windows, meaning any delay in transport can have cascading effects across mission schedules,” Fritschi said. “This demands contingency planning, priority access to transport modes and constant communication with stakeholders.” But there are opportunities on the horizon. With orbital congestion and space debris becoming critical concerns, Fritschi believes logistics providers will be called upon to support missions focused on debris removal, satellite repositioning and end-of-life asset management. “This opens a niche for companies with engineering capabilities and secure transport solutions for sensitive and hazardous materials,” he said. Contact Carly Fields at carly.fields@spglobal.com .Contact Felicity Landon at felicity@felicitylandon.com .

Breakbulk carriers

Heavy-haul transport

Project cargo

Breakbulk News

Project cargo forwarders in the space race prepare for liftoff

<div class="phx-topic abstract-wrapper">While premium pricing has long been elusive for ocean carriers, the cost benefits from the Maersk-Hapag Lloyd alliance may prove to be enough to justify overhauling the network.</div>

While premium pricing has long been elusive for ocean carriers, the cost benefits from the Maersk-Hapag Lloyd alliance may prove to be enough to justify overhauling the network.

<div class="phx-topic">More than nine months into the Gemini Cooperation’s journey — possibly the most radical reinvention ever attempted in container shipping — two things are becoming clear: stated schedule reliability that is well above industry averages has largely been achieved and doubts about its sustainability are fading. A hub-and-spoke network able to keep feeder ships filled is lowering costs, mimicking the common-feeder model in place for decades in Asia and other regions. The one big unanswered question that remains is whether, or to what extent, premium revenue can be extracted from shippers by Gemini partners Maersk and Hapag-Lloyd. Maersk, <a href="https://www.joc.com/article/value-unlocked-by-gemini-will-clear-path-for-premium-charge-maersk-ceo-6111339">during its third-quarter earnings release last week</a>, provided the clearest picture to date on that very question. <div class="wrapper-narrow float-right-element"><img src="/images/phoenix/6113169_0.1.jpg"></img></div>CEO Vincent Clerc said he believed premium pricing is coming, but that trust in Gemini’s reliability needed to be more firmly entrenched beyond the standards established thus far. “We need to be certain that we have a long enough track record that it unlocks value for them [shippers], that we can then capture some of that value for us,” Clerc told analysts. But a tantalizing possibility may be emerging: It might not actually matter. The reason is that while premium pricing has long been elusive for ocean carriers, the cost benefits from Gemini may themselves prove to be enough to justify overhauling the network. Maersk cited annualized cost savings of $720 million to $950 million through the implementation of the Gemini network as a result of lower bunker costs and greater asset utilization. This is coming from higher utilization of ships and shorter sailing distances, which resulted in 6% higher capacity but 3% lower total fuel consumption. Running ships at a higher utilization in the network, Clerc said, allows the carrier to transport more volumes at the same capacity. Carriers such as Singapore-based X-Press Feeders and Bengal Tiger Line handle large carriers’ feeder volumes by keeping costs lower through higher utilization than the carriers have been able to achieve on their own. On the cost structure, “we are opening up a gap now with Gemini that is going to be ... quite handy, especially in the current rate environment,” Clerc said. “It’s a pretty significant lever that we have unlocked here,” stemming in part from using “fit-for-purpose shuttles rather than underutilized mainliners,” he added. The revenue side is less clear. It is unclear how much of a premium revenue opportunity exists by offering high schedule reliability. In prior eras, carriers invested significant sums in fuel to stay on schedule only for a weak market to undercut their argument for premium rates. Indeed, whether investing more in fuel to keep ships on schedule, deploying 53-foot ocean containers to allow customs to load more cargo or departing every day on time as was envisioned in Daily Maersk, there has been little in terms of premium pricing over a period of decades to show for it. <h3>Premium appetites? </h3>A market exists; the question is how big. The existence of high-reliability, premium-priced services offered by Matson, UWL, Zim Integrated Shipping Services and Tailwind on the Asia-Europe trade point to a segment of the shipper market able to capture supply chain value from reliable schedules. Also, in limited cases, some large shippers have shown themselves willing to pay a premium for preferential stowage, leading to expedited movement of containers off the ship and through the terminal, including for so-called peel-off stacks. The Gemini partners, however, believe a fundamental value proposition continues to exist by enabling customers to slash costs by reducing inventory. “I am optimistic that if someone can remove $10 million a day and can they save two weeks in that, that I can get a premium,” Stuart Sandlin, Hapag-Lloyd’s regional president for the Americas, told the South Carolina International Trade Conference on Oct. 29. “I candidly think [Gemini is] a premium product and should command some sort of premium price.” As Clerc put it on the earnings call: “Today, every customer has a buffer stock and that reliability needs to unlock a reduction of that buffer stock. They need to trust that [Gemini] has weathered sufficient ups and downs and is steady [so] that they can take out some of that buffer stock. And if they do, they pocket that savings and then we can capture some of it in form of a premium.” For both Maersk and Hapag-Lloyd, the Gemini network fits respective strategies and approaches to the market. It harks back to hub-and-spoke networks of an earlier day and is true to Maersk’s historic DNA of running on time, a source of tension within the former 2M alliance with Mediterranean Shipping Co. For Hapag-Lloyd, it can’t promote itself as the best major carrier in terms of service quality, its stated objective, and not run on time. Contact Peter Tirschwell at <a href="mailto:peter.tirschwell@spglobal.com">peter.tirschwell@spglobal.com</a>.</div>

More than nine months into the Gemini Cooperation’s journey — possibly the most radical reinvention ever attempted in container shipping — two things are becoming clear: stated schedule reliability that is well above industry averages has largely been achieved and doubts about its sustainability are fading. A hub-and-spoke network able to keep feeder ships filled is lowering costs, mimicking the common-feeder model in place for decades in Asia and other regions. The one big unanswered question that remains is whether, or to what extent, premium revenue can be extracted from shippers by Gemini partners Maersk and Hapag-Lloyd. Maersk, during its third-quarter earnings release last week , provided the clearest picture to date on that very question. CEO Vincent Clerc said he believed premium pricing is coming, but that trust in Gemini’s reliability needed to be more firmly entrenched beyond the standards established thus far. “We need to be certain that we have a long enough track record that it unlocks value for them [shippers], that we can then capture some of that value for us,” Clerc told analysts. But a tantalizing possibility may be emerging: It might not actually matter. The reason is that while premium pricing has long been elusive for ocean carriers, the cost benefits from Gemini may themselves prove to be enough to justify overhauling the network. Maersk cited annualized cost savings of $720 million to $950 million through the implementation of the Gemini network as a result of lower bunker costs and greater asset utilization. This is coming from higher utilization of ships and shorter sailing distances, which resulted in 6% higher capacity but 3% lower total fuel consumption. Running ships at a higher utilization in the network, Clerc said, allows the carrier to transport more volumes at the same capacity. Carriers such as Singapore-based X-Press Feeders and Bengal Tiger Line handle large carriers’ feeder volumes by keeping costs lower through higher utilization than the carriers have been able to achieve on their own. On the cost structure, “we are opening up a gap now with Gemini that is going to be ... quite handy, especially in the current rate environment,” Clerc said. “It’s a pretty significant lever that we have unlocked here,” stemming in part from using “fit-for-purpose shuttles rather than underutilized mainliners,” he added. The revenue side is less clear. It is unclear how much of a premium revenue opportunity exists by offering high schedule reliability. In prior eras, carriers invested significant sums in fuel to stay on schedule only for a weak market to undercut their argument for premium rates. Indeed, whether investing more in fuel to keep ships on schedule, deploying 53-foot ocean containers to allow customs to load more cargo or departing every day on time as was envisioned in Daily Maersk, there has been little in terms of premium pricing over a period of decades to show for it. Premium appetites? A market exists; the question is how big. The existence of high-reliability, premium-priced services offered by Matson, UWL, Zim Integrated Shipping Services and Tailwind on the Asia-Europe trade point to a segment of the shipper market able to capture supply chain value from reliable schedules. Also, in limited cases, some large shippers have shown themselves willing to pay a premium for preferential stowage, leading to expedited movement of containers off the ship and through the terminal, including for so-called peel-off stacks. The Gemini partners, however, believe a fundamental value proposition continues to exist by enabling customers to slash costs by reducing inventory. “I am optimistic that if someone can remove $10 million a day and can they save two weeks in that, that I can get a premium,” Stuart Sandlin, Hapag-Lloyd’s regional president for the Americas, told the South Carolina International Trade Conference on Oct. 29. “I candidly think [Gemini is] a premium product and should command some sort of premium price.” As Clerc put it on the earnings call: “Today, every customer has a buffer stock and that reliability needs to unlock a reduction of that buffer stock. They need to trust that [Gemini] has weathered sufficient ups and downs and is steady [so] that they can take out some of that buffer stock. And if they do, they pocket that savings and then we can capture some of it in form of a premium.” For both Maersk and Hapag-Lloyd, the Gemini network fits respective strategies and approaches to the market. It harks back to hub-and-spoke networks of an earlier day and is true to Maersk’s historic DNA of running on time, a source of tension within the former 2M alliance with Mediterranean Shipping Co. For Hapag-Lloyd, it can’t promote itself as the best major carrier in terms of service quality, its stated objective, and not run on time. Contact Peter Tirschwell at peter.tirschwell@spglobal.com .

Gemini delivers cost savings as it mulls a path to premium pricing

<div class="phx-topic abstract-wrapper">The South Coast Air Quality Management District governing board has approved an emissions reduction plan that requires the ports to develop and implement charging and fueling infrastructure and invest in zero or near-zero-emission trucks, locomotives and cargo handling equipment.</div>

The South Coast Air Quality Management District governing board has approved an emissions reduction plan that requires the ports to develop and implement charging and fueling infrastructure and invest in zero or near-zero-emission trucks, locomotives and cargo handling equipment.

<div class="phx-topic">The ports of Los Angeles and Long Beach will work closely with the regional emissions regulatory agency to develop and deliver infrastructure to support zero-emission trucks and cargo-handling equipment over the next decade. The South Coast Air Quality Management District (AQMD) governing board on Friday approved an emissions reduction plan that requires the ports to develop and implement charging and fueling infrastructure and invest in zero- or near-zero-emission trucks, locomotives and cargo handling equipment, with the AQMD verifying progress through annual reports. The “cooperative agreement” will be implemented in three phases over the coming decade, giving port stakeholders the time they will need to attain the pollution-reduction goals outlined by the regulatory agency, the AQMD said in a statement. “This is a milestone more than a decade in the making and reflects a collective commitment to cleaner air for the South Coast region,” said Venessa Delgado, chair of the AQMD’s governing board. Port stakeholders generally support the cooperative agreement, saying it sets realistic timelines for each industry sector to achieve the overall goal of reducing harmful emissions without artificially “capping” cargo growth at the largest US port complex. “We want it to be as flexible as possible rather than being regulated into this under the ISR [Indirect Source Rule] approach,” Robert Loya, CEO of the Harbor Trucking Association, told the Journal of Commerce Monday. The cooperative <a href="https://www.joc.com/article/la-lb-port-interests-spar-with-agency-over-emissions-rule-under-development-5223229">approach replaces the mandates in the agency’s ISR announced by the AQMD in 2021.</a>“The real-world transition to zero emissions is an ambitious, complicated and expensive proposition,” Mike Jacob, president of the Pacific Merchant Shipping Association, which represents shipping lines and terminal operators on the West Coast, said in a statement. “While the cooperative agreement’s implementation schedules will be aggressive, it allows for new technologies to fail before they succeed.” The ports will develop comprehensive plans that recognize the progress and limitations of various technologies in each transportation sector. AQMD will verify progress through annual reports and regular reporting to its governing board. Penalties for noncompliance range from $50,000 to $200,000 per default and will be used toward projects benefiting communities near the ports, AQMD said. Contact Bill Mongelluzzo at <a href="mailto:bill.mongelluzzo@spglobal.com">bill.mongelluzzo@spglobal.com</a>.</div>

The ports of Los Angeles and Long Beach will work closely with the regional emissions regulatory agency to develop and deliver infrastructure to support zero-emission trucks and cargo-handling equipment over the next decade. The South Coast Air Quality Management District (AQMD) governing board on Friday approved an emissions reduction plan that requires the ports to develop and implement charging and fueling infrastructure and invest in zero- or near-zero-emission trucks, locomotives and cargo handling equipment, with the AQMD verifying progress through annual reports. The “cooperative agreement” will be implemented in three phases over the coming decade, giving port stakeholders the time they will need to attain the pollution-reduction goals outlined by the regulatory agency, the AQMD said in a statement. “This is a milestone more than a decade in the making and reflects a collective commitment to cleaner air for the South Coast region,” said Venessa Delgado, chair of the AQMD’s governing board. Port stakeholders generally support the cooperative agreement, saying it sets realistic timelines for each industry sector to achieve the overall goal of reducing harmful emissions without artificially “capping” cargo growth at the largest US port complex. “We want it to be as flexible as possible rather than being regulated into this under the ISR [Indirect Source Rule] approach,” Robert Loya, CEO of the Harbor Trucking Association, told the Journal of Commerce Monday. The cooperative approach replaces the mandates in the agency’s ISR announced by the AQMD in 2021. “The real-world transition to zero emissions is an ambitious, complicated and expensive proposition,” Mike Jacob, president of the Pacific Merchant Shipping Association, which represents shipping lines and terminal operators on the West Coast, said in a statement. “While the cooperative agreement’s implementation schedules will be aggressive, it allows for new technologies to fail before they succeed.” The ports will develop comprehensive plans that recognize the progress and limitations of various technologies in each transportation sector. AQMD will verify progress through annual reports and regular reporting to its governing board. Penalties for noncompliance range from $50,000 to $200,000 per default and will be used toward projects benefiting communities near the ports, AQMD said. Contact Bill Mongelluzzo at bill.mongelluzzo@spglobal.com .

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LA-LB emissions agreement with AQMD sets realistic timelines: stakeholders

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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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