<div class="phx-topic abstract-wrapper">The segregated Deep South, steeped in turmoil in the autumn of 1962, was quite unprepared for James </div>

The segregated Deep South, steeped in turmoil in the autumn of 1962, was quite unprepared for James

<div>The segregated Deep South, steeped in turmoil in the autumn of 1962, was quite unprepared for James Meredith to become the first black man to attendcollege at Ole Miss. Andy Nisbet should know, he was there.While protesting students hurled bottles to the street and literally bulldozed their way to the University of Mississippi's administration building, the U.S. Army sent Andrew Nisbet to Oxford, Miss., to help quell the riot. As the Army's deputy chief of battle groups, it was his job to help coordinate the movement of 1,500 infantrymen sent to campus to protect Mr. Meredith from an angry mob.We...

The segregated Deep South, steeped in turmoil in the autumn of 1962, was quite unprepared for James Meredith to become the first black man to attend college at Ole Miss. Andy Nisbet should know, he was there. While protesting students hurled bottles to the street and literally bulldozed their way to the University of Mississippi's administration building, the U.S. Army sent Andrew Nisbet to Oxford, Miss., to help quell the riot. As the Army's deputy chief of battle groups, it was his job to help coordinate the movement of 1,500 infantrymen sent to campus to protect Mr. Meredith from an angry mob.We set up a temporary command post in the field because the telephone line didn't reach back to the tent, Mr. Nisbet said. As he nervously paced around the perimeter, Mr. Nisbet heard Gen. Rich on the telephone, replying to his caller that he'd keep him informed. A young aide came boiling out of the tent, tugging at the general, saying, 'The attorney general wants you.' Trying to shrug off the intrusion, the general hung up the phone, and told the aide, 'Don't you dare interrupt me when I'm talking to the president of the United States.' The simultaneous call from the Kennedy brothers is just one memory of his 33 years of service in the Army. After he retired from the military, Mr. Nisbet served two terms as a Washington state representative before he ran for his present position as a port commissioner in the logging town of Port Angeles. Mr. Nisbet likes his position as a port commissioner serving the east end of Clallam County because he can live at home. He's also challenged by the job. The port is both the executive and legislative branch of the government, all rolled into one, Mr. Nisbet said. Port Angeles port commissioners oversee four industrial parks, two airports, two marinas, five boat launches and $35 million worth of harbor facilities. Belching pulp mills along the harbor tell the story of logs, the commodity that makes up 99.9 percent of the port's business. This gives me a chance to stay active and contribute, Mr. Nisbet said. I've had the opportunity to stay active physically and mentally. Even though this job doesn't really pay, I find the ports in Washington state are fascinating. Like Mr. Nisbet, approximately half of the port commissioners in the state are retired or in semi-retirement, said D.C. Hendricks, Port Angeles executive director. It takes a person who has time, energy and financial resources to be able to afford to serve the community rather than work full-time. When there's a public meeting to attend or a speech has to be made at a service club, Mr. Hendricks said, Mr. Nisbet is more than willing to take the assignment. After Mr. Nisbet retired from the military, the Nisbets settled in Sequim, Wash., a place he said is a little town in search of an identity. It's actually very much like San Leandro, Calif., was 40 years ago when the young Mr. Nisbet was growing up. Born in Oakland on Sept. 10, 1921, the only son of a mining engineer moved with his family to mining camps in northern California before settling down at the little town on the east side of San Francisco Bay. As a young man, he dreamed of life in the military. After high school, he tried to persuade the Navy, Air Force and Marines that he was worthy of service, but his poor eyesight kept him from realizing that dream. He was drafted by the Army at age 21. On leave in the mid-1940s and with a few hours to kick around in Seattle, the young infantryman stopped off to tour a submarine. That's when he met Haroldine Hart, who was to become his wife. She invited me home for dinner because her parents wouldn't let her date strangers. They were married in 1947 and now have four children and three grandchildren. After their marriage, the Nisbets moved around for the next 30 years as the Army dished outsuch assignments as platoon leader in Fort Ord, Calif., company commander in Alaska, foreign area specialist training on the Soviet Union, Special Warfare School at Fort Bragg, N.C., and senior adviser in Viet Nam. During his military career he was awarded a Purple Heart and the Legion of Merit while in Viet Nam. Education has had a high value for Mr. Nisbet. For 25 years of his adult life, he was enrolled in either a university, language or military school. He graduated from the University of Georgia with a bachelor of science in education in 1955 and received his master of arts from Columbia University in public law in 1958. He's a 1969 distinguished graduate of the Air War College at Maxwell Air Force Base in Alabama.

Maritime

A PORTRAIT OF A LEADER

<div class="phx-topic abstract-wrapper">New carrier services improved connections between Hamburg and the Mediterranean, Middle East, Asia and India, while hinterland traffic has continued to develop.</div>

New carrier services improved connections between Hamburg and the Mediterranean, Middle East, Asia and India, while hinterland traffic has continued to develop.

Feature image

<div class="phx-topic">Germany’s Port of Hamburg has reported a 9.3% increase in first-half container volume as increasing trade with Asia and the Baltic states was supported by new services from reshuffled carrier alliances and a rise in calls by larger vessels. Europe’s third-busiest container port handled 4.2 million TEUs between January and June, with imports rising 11.6% year over year and exports up 6.9%. ”...[T]he Port of Hamburg is able to benefit to this extent from new liner services and the restructuring of the shipping companies,” Axel Mattern, CEO of Port of Hamburg Marketing, said in a statement Tuesday. New carrier services improved connections between Hamburg and the Mediterranean, Middle East, Asia and India. Mattern said on top of the new services, hinterland traffic has continued to develop, with transshipment traffic also recording a strong half-year performance. Stefan Verberckmoes, senior shipping analyst at Alphaliner, said the changes to carrier alliances, particularly the Gemini Cooperation between Maersk and Hapag-Lloyd as well as Mediterranean Shipping Co. (MSC) going it alone, were a contributing factor to Hamburg’s rise in throughput. “Maersk has partnered (with) a Hamburg-based carrier and...MSC is favoring Hamburg in its standalone network, whereas the former 2M (alliance) was mainly using Bremerhaven,” Verberckmoes told the Journal of Commerce Wednesday. Still, Hamburg remains far behind Europe’s largest container port of Rotterdam that handled 9 million TEUs in the first half, and second-place Antwerp-Bruges with 6.91 million TEUs. Hamburg’s growth in container throughput was primarily generated by trade with Asia, up 10.7% year over year to 1.8 million TEUs, and trade with Baltic Sea states that grew 20.8% to 734,000 TEUs. China led the Asian trade, with volume growing 10.5% in the first half to 1.2 million TEUs. Malaysia benefited from changes in transshipment routes with a 93.2% increase in volume to 169,000 TEUs, while India throughput was up 41.6% at 137,000 TEUs. Baltic countries saw a significant increase in container throughput, with Denmark up 36% at 98,000 TEUs, Finland 20.1% higher at 125,000 TEUs and Poland volume increasing 28.8% to 182,000 TEUs. Unlike its North Europe port rivals that were able to grow US trade, Hamburg reported a 19.3% decline in US volume to 275,000 TEUs that the port attributed to “upheavals caused by the US administration’s trade policy.” <h3>Megaship calls continue to rise </h3>Supporting the growth in volume was a rise in the size of ships calling at Hamburg in the first half. The number of calls by container ships with capacity for more than 10,000 TEUs rose 51.6% to 285, while calls by ships with capacities exceeding 24,000 TEUs was up 29.6 % at 127 vessels. Hamburg’s hinterland container transport increased 2.2% year over year to 2.6 million TEUs, half of which were moved by rail. Transhipment volume was up 23.8% at 1.6 million TEUs. Ports across Europe are facing significant infrastructure shortcomings that are being exposed by the growing trade volume with persistent bottlenecks impacting some of the region’s largest gateways. <div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="9a83258d-dd54-4110-815c-666405d1115d"></dynamic-object></div>Hamburg is not immune to the congestion, but much of the disruption is a result of inland rail transport woes caused by full closures and railway maintenance projects. Kuehne + Nagel’s visibility tool SeaExplorer is reporting rail delays are around 13 hours at HHLA’s Container Terminal Altenwerder (CTA) this week and six hours at Eurokombi rail terminals. CTA yard utilization is at a high 75% to 80%. Friedrich Stuhrmann, CCO at Hamburg Port Authority, outlined some of the measures the port was taking to improve handling as container volumes and ship sizes increased. Stuhrmann said in the results statement the port has widened ship-passing areas and has begun expanding ship-turning spaces to accommodate larger vessels calling at the port, “sending important signals to ensure that these developments continue in the future.” Contact Greg Knowler at <a href="mailto:greg.knowler@spglobal.com">greg.knowler@spglobal.com</a>. </div>

Germany’s Port of Hamburg has reported a 9.3% increase in first-half container volume as increasing trade with Asia and the Baltic states was supported by new services from reshuffled carrier alliances and a rise in calls by larger vessels. Europe’s third-busiest container port handled 4.2 million TEUs between January and June, with imports rising 11.6% year over year and exports up 6.9%. ”...[T]he Port of Hamburg is able to benefit to this extent from new liner services and the restructuring of the shipping companies,” Axel Mattern, CEO of Port of Hamburg Marketing, said in a statement Tuesday. New carrier services improved connections between Hamburg and the Mediterranean, Middle East, Asia and India. Mattern said on top of the new services, hinterland traffic has continued to develop, with transshipment traffic also recording a strong half-year performance. Stefan Verberckmoes, senior shipping analyst at Alphaliner, said the changes to carrier alliances, particularly the Gemini Cooperation between Maersk and Hapag-Lloyd as well as Mediterranean Shipping Co. (MSC) going it alone, were a contributing factor to Hamburg’s rise in throughput. “Maersk has partnered (with) a Hamburg-based carrier and...MSC is favoring Hamburg in its standalone network, whereas the former 2M (alliance) was mainly using Bremerhaven,” Verberckmoes told the Journal of Commerce Wednesday. Still, Hamburg remains far behind Europe’s largest container port of Rotterdam that handled 9 million TEUs in the first half, and second-place Antwerp-Bruges with 6.91 million TEUs. Hamburg’s growth in container throughput was primarily generated by trade with Asia, up 10.7% year over year to 1.8 million TEUs, and trade with Baltic Sea states that grew 20.8% to 734,000 TEUs. China led the Asian trade, with volume growing 10.5% in the first half to 1.2 million TEUs. Malaysia benefited from changes in transshipment routes with a 93.2% increase in volume to 169,000 TEUs, while India throughput was up 41.6% at 137,000 TEUs. Baltic countries saw a significant increase in container throughput, with Denmark up 36% at 98,000 TEUs, Finland 20.1% higher at 125,000 TEUs and Poland volume increasing 28.8% to 182,000 TEUs. Unlike its North Europe port rivals that were able to grow US trade, Hamburg reported a 19.3% decline in US volume to 275,000 TEUs that the port attributed to “upheavals caused by the US administration’s trade policy.” Megaship calls continue to rise Supporting the growth in volume was a rise in the size of ships calling at Hamburg in the first half. The number of calls by container ships with capacity for more than 10,000 TEUs rose 51.6% to 285, while calls by ships with capacities exceeding 24,000 TEUs was up 29.6 % at 127 vessels. Hamburg’s hinterland container transport increased 2.2% year over year to 2.6 million TEUs, half of which were moved by rail. Transhipment volume was up 23.8% at 1.6 million TEUs. Ports across Europe are facing significant infrastructure shortcomings that are being exposed by the growing trade volume with persistent bottlenecks impacting some of the region’s largest gateways. Hamburg is not immune to the congestion, but much of the disruption is a result of inland rail transport woes caused by full closures and railway maintenance projects. Kuehne + Nagel’s visibility tool SeaExplorer is reporting rail delays are around 13 hours at HHLA’s Container Terminal Altenwerder (CTA) this week and six hours at Eurokombi rail terminals. CTA yard utilization is at a high 75% to 80%. Friedrich Stuhrmann, CCO at Hamburg Port Authority, outlined some of the measures the port was taking to improve handling as container volumes and ship sizes increased. Stuhrmann said in the results statement the port has widened ship-passing areas and has begun expanding ship-turning spaces to accommodate larger vessels calling at the port, “sending important signals to ensure that these developments continue in the future.” Contact Greg Knowler at greg.knowler@spglobal.com .

Port News

International ports

Sharp rise in Hamburg first-half volume driven by growth in Asian, Baltic trade

<div class="phx-topic abstract-wrapper">The focus on incorporating returns technology for retailers is driven by data showing that the cost for them to acquire new customers far exceeds the cost of retaining existing customers.</div>

The focus on incorporating returns technology for retailers is driven by data showing that the cost for them to acquire new customers far exceeds the cost of retaining existing customers.

<div class="phx-topic">Blue Yonder’s acquisition of returns management platform Optoro continues a string of acquisitions by supply chain providers since 2023 to help retailers manage and offset the cost of online and in-store returns. Interest in returns management solutions is growing as third-party logistics providers (3PLs) and supply chain management software vendors extend their end-to-end solutions to include returns and other reverse logistics tools. For retailers, capabilities such as streamlining returns processes, understanding why items are returned, and automating front-end processes to allow customers to manage their returns through returns portals are helping to extend customer loyalty to the retailer. The focus on incorporating returns technology for retailers is driven by data showing that the cost for them to acquire new customers far exceeds the cost of retaining existing customers. According to the consulting firm Bain &amp; Company, companies that excel in customer experience retention see 10% to 15% more revenue and 25% to 30% higher profit margins. “With e-commerce sales continuing to grow, retailers need to be prepared when it comes to returns, which were projected to hit $890 billion last year, representing 16.9% of annual retail sales and is more than double the return rate from 2019,” Tim Robinson, Blue Yonder’s corporate vice president of returns, said in a statement Tuesday announcing the Optoro deal. Optoro is a returns management system (RMS) for retailers and third-party logistics providers (3PLs) to manage and optimize the returns process. Optoro’s platform includes a returns portal for retailers’ or 3PL customers to initiate returns, returns processing software, and secondary market channels for reselling returned items. Blue Yonder’s acquisition of Optoro is its second returns management acquisition in recent years, having acquired UK-based Doddle in 2023. Doddle offers self-service return kiosks and pick-up, drop-off (PUDO) networks. “With the addition of Optoro, Blue Yonder will be able to provide more expanded capabilities that address the complexities of the returns lifecycle,” Jordan K. Speer, research director at IDC Retail Insights, said in the statement. “This move not only opens new opportunities to enhance operational efficiency, but also aligns with the growing demand for sustainable practices.” <h3>Returns feed into customer experience </h3>According to a 2024 report from the National Retail Federation (NRF) in collaboration with returns provider Happy Returns, 67% of consumers said a negative returns experience would discourage them from shopping with a retailer again. Earlier this year, DHL Supply Chain acquired Inmar Supply Chain to not only offer returns capabilities, but also offer product remarketing, recall management and supply chain performance analytics. Accenture and UPS also acquired returns management companies in 2023. Accenture acquired OnProcessing, a provider of after-sales solutions, including reverse logistics and warranty management, for manufacturers and retailers. UPS, an early investor in Optoro, was rumored for years to be interested in acquiring the company, but instead acquired Happy Returns in late 2023. Happy Returns initially focused on offering “returns bars” in shopping malls before the pandemic. But as foot traffic at shopping malls slowed, the company shifted its focus toward enabling box-free, label-free returns at participating locations, including The UPS Store and other retailers. Contact Cathy Morrow Roberson at <a href="mailto:cathy.morrowroberso@spglobal.com">cathy.morrowroberso@spglobal.com.</a></div>

Blue Yonder’s acquisition of returns management platform Optoro continues a string of acquisitions by supply chain providers since 2023 to help retailers manage and offset the cost of online and in-store returns. Interest in returns management solutions is growing as third-party logistics providers (3PLs) and supply chain management software vendors extend their end-to-end solutions to include returns and other reverse logistics tools. For retailers, capabilities such as streamlining returns processes, understanding why items are returned, and automating front-end processes to allow customers to manage their returns through returns portals are helping to extend customer loyalty to the retailer. The focus on incorporating returns technology for retailers is driven by data showing that the cost for them to acquire new customers far exceeds the cost of retaining existing customers. According to the consulting firm Bain & Company, companies that excel in customer experience retention see 10% to 15% more revenue and 25% to 30% higher profit margins. “With e-commerce sales continuing to grow, retailers need to be prepared when it comes to returns, which were projected to hit $890 billion last year, representing 16.9% of annual retail sales and is more than double the return rate from 2019,” Tim Robinson, Blue Yonder’s corporate vice president of returns, said in a statement Tuesday announcing the Optoro deal. Optoro is a returns management system (RMS) for retailers and third-party logistics providers (3PLs) to manage and optimize the returns process. Optoro’s platform includes a returns portal for retailers’ or 3PL customers to initiate returns, returns processing software, and secondary market channels for reselling returned items. Blue Yonder’s acquisition of Optoro is its second returns management acquisition in recent years, having acquired UK-based Doddle in 2023. Doddle offers self-service return kiosks and pick-up, drop-off (PUDO) networks. “With the addition of Optoro, Blue Yonder will be able to provide more expanded capabilities that address the complexities of the returns lifecycle,” Jordan K. Speer, research director at IDC Retail Insights, said in the statement. “This move not only opens new opportunities to enhance operational efficiency, but also aligns with the growing demand for sustainable practices.” Returns feed into customer experience According to a 2024 report from the National Retail Federation (NRF) in collaboration with returns provider Happy Returns, 67% of consumers said a negative returns experience would discourage them from shopping with a retailer again. Earlier this year, DHL Supply Chain acquired Inmar Supply Chain to not only offer returns capabilities, but also offer product remarketing, recall management and supply chain performance analytics. Accenture and UPS also acquired returns management companies in 2023. Accenture acquired OnProcessing, a provider of after-sales solutions, including reverse logistics and warranty management, for manufacturers and retailers. UPS, an early investor in Optoro, was rumored for years to be interested in acquiring the company, but instead acquired Happy Returns in late 2023. Happy Returns initially focused on offering “returns bars” in shopping malls before the pandemic. But as foot traffic at shopping malls slowed, the company shifted its focus toward enabling box-free, label-free returns at participating locations, including The UPS Store and other retailers. Contact Cathy Morrow Roberson at cathy.morrowroberso@spglobal.com.

Logistics Technology News

Supply chain

Blue Yonder’s ‘returns’ tech acquisition highlights growing demand from retailers

<div class="phx-topic abstract-wrapper">The development of the war-damaged Latakia International Container Terminal, which handles 95% of Syria’s containerized trade, is aimed at increasing the port’s handling capacity to 1 million TEUs. </div>

The development of the war-damaged Latakia International Container Terminal, which handles 95% of Syria’s containerized trade, is aimed at increasing the port’s handling capacity to 1 million TEUs.

<div class="phx-topic">CMA CGM is committing an additional €200 million ($232 million) to the development of Syria’s largest container port of Latakia as the carrier launches the second phase of its expansion project at the war-damaged Mediterranean hub. Following a meeting in Damascus with Syrian leaders, CMA CGM chairman and CEO Rodolphe Saadé decided to accelerate the second part of the project, the carrier said in a statement Wednesday. “This new phase will directly complement the initial phase of €30 million investment that is undergoing and represents a strategic commitment of €200 million in the near future,” the statement noted. Under a renewed 30-year concession agreement signed May 1, CMA CGM will continue to manage and redevelop Syria’s Latakia International Container Terminal (LICT) that was damaged by air strikes during the Syrian civil war. LICT plays a vital role in the economic connectivity of the region, handling around 95% of Syria’s containerized imports and exports. With its links by road and rail to Damascus in northern Syria and as a key transit point to Iraq, Jordan, Turkey and the Persian Gulf, the port is a key logistics hub in the Eastern Mediterranean. The €200 million investment will be used to expand LICT to a handling capacity of 1 million TEUs. The funds will also go to modernizing and digitizing port operations, including advanced cargo handling systems and integrated logistics platforms; upgrading infrastructure to allow access to ships with a 16-meter draft; connecting rail and road links to support increasing volume; and launching and operating dry ports throughout Syria. CMA CGM is expanding investment in container terminals to diversify revenue and exert greater control over its supply chains. In July, the carrier announced <a href="https://www.joc.com/article/hmm-cma-cgm-to-expand-key-mediterranean-transshipment-hub-6036824">a €150 million ($177 million) investment in TTI Algeciras</a>, in which CMA CGM holds a 49.9% stake. Contact Greg Knowler at <a href="mailto:greg.knowler@spglobal.com">greg.knowler@spglobal.com.</a></div>

CMA CGM is committing an additional €200 million ($232 million) to the development of Syria’s largest container port of Latakia as the carrier launches the second phase of its expansion project at the war-damaged Mediterranean hub. Following a meeting in Damascus with Syrian leaders, CMA CGM chairman and CEO Rodolphe Saadé decided to accelerate the second part of the project, the carrier said in a statement Wednesday. “This new phase will directly complement the initial phase of €30 million investment that is undergoing and represents a strategic commitment of €200 million in the near future,” the statement noted. Under a renewed 30-year concession agreement signed May 1, CMA CGM will continue to manage and redevelop Syria’s Latakia International Container Terminal (LICT) that was damaged by air strikes during the Syrian civil war. LICT plays a vital role in the economic connectivity of the region, handling around 95% of Syria’s containerized imports and exports. With its links by road and rail to Damascus in northern Syria and as a key transit point to Iraq, Jordan, Turkey and the Persian Gulf, the port is a key logistics hub in the Eastern Mediterranean. The €200 million investment will be used to expand LICT to a handling capacity of 1 million TEUs. The funds will also go to modernizing and digitizing port operations, including advanced cargo handling systems and integrated logistics platforms; upgrading infrastructure to allow access to ships with a 16-meter draft; connecting rail and road links to support increasing volume; and launching and operating dry ports throughout Syria. CMA CGM is expanding investment in container terminals to diversify revenue and exert greater control over its supply chains. In July, the carrier announced a €150 million ($177 million) investment in TTI Algeciras , in which CMA CGM holds a 49.9% stake. Contact Greg Knowler at greg.knowler@spglobal.com.

Container Shipping News

Marine terminals

CMA CGM accelerates $232 million Syrian Med port expansion project

<div class="phx-topic abstract-wrapper">The data visibility company has long partnered with transportation management system providers to get broader access to shippers, but will now compete alongside those partners.</div>

The data visibility company has long partnered with transportation management system providers to get broader access to shippers, but will now compete alongside those partners.

<div class="phx-topic">project44 on Tuesday released a transportation management system (TMS) product intended to fill regional and modal gaps for its shipper customers. The announcement comes as project44, long a leading provider of transportation visibility data, is evolving its position to more directly target transportation execution and inventory management. It’s part of a strategic shift to grab a larger share of technology investment from the world’s largest companies, the category of potential customers project44 is targeting, CEO Jett McCandless told the Journal of Commerce Tuesday. The new TMS can be an option for companies without a TMS or be used as a layer for enterprises with existing TMSs. “They leave their traditional TMS setup in divisions and [geographies] where it works and add p44’s TMS in the gaps that exist,” McCandless said. project44’s TMS offering represents a shift in sales approach after years of partnering with TMS vendors to spread its reach among shippers. McCandless said project44 will still partner with those TMS vendors, many of which use project44 visibility data. “We co-sell deals,” he said. “We have several in motion at the moment. And we’ve recently closed several. The biggest TMSs that service the [global 2000] shippers have more products than just TMS.” He added that it’s unusual for large shippers to have one TMS set up for all divisions in all geographies. “The p44 TMC can complement the existing TMS and fill in the gap if their existing TMS is not there,” he said. The TMS sits within a broader product suite that project44 calls its “Decision Intelligence Platform” composed of TMS, visibility, yard management and last-mile management. <h3>Product evolution </h3>Over the last year, project44 has gradually morphed its product and sales pitch around that platform, leaning heavily into the use of automation and AI agents that help shippers connect its visibility data with transportation and inventory management actions that can be undertaken in the platform. In that sense, the release of the TMS was more semantic, as project44 has been enabling transportation management decisions for months for its customers if they chose to use it. In particular, the TMS handles core functions such as rate management and booking across modes, carrier selection, procurement, purchase order management and invoice settlement. For ocean freight specifically, the company noted that shippers get native access to port-to-door rate quotes, estimated times of arrival, predictive sailing schedules, and port-level operational insights. “The integration of advanced technology streamlines our processes and increases customer satisfaction, provides essential performance data and measurement, and creates a culture of collaboration and innovation,” Hans Moorlag, director of North America logistics at Suntory Spirits, said in a statement. Contact Eric Johnson at <a href="mailto://eric.johnson@spglobal.com">eric.johnson@spglobal.com</a>. </div>

project44 on Tuesday released a transportation management system (TMS) product intended to fill regional and modal gaps for its shipper customers. The announcement comes as project44, long a leading provider of transportation visibility data, is evolving its position to more directly target transportation execution and inventory management. It’s part of a strategic shift to grab a larger share of technology investment from the world’s largest companies, the category of potential customers project44 is targeting, CEO Jett McCandless told the Journal of Commerce Tuesday. The new TMS can be an option for companies without a TMS or be used as a layer for enterprises with existing TMSs. “They leave their traditional TMS setup in divisions and [geographies] where it works and add p44’s TMS in the gaps that exist,” McCandless said. project44’s TMS offering represents a shift in sales approach after years of partnering with TMS vendors to spread its reach among shippers. McCandless said project44 will still partner with those TMS vendors, many of which use project44 visibility data. “We co-sell deals,” he said. “We have several in motion at the moment. And we’ve recently closed several. The biggest TMSs that service the [global 2000] shippers have more products than just TMS.” He added that it’s unusual for large shippers to have one TMS set up for all divisions in all geographies. “The p44 TMC can complement the existing TMS and fill in the gap if their existing TMS is not there,” he said. The TMS sits within a broader product suite that project44 calls its “Decision Intelligence Platform” composed of TMS, visibility, yard management and last-mile management. Product evolution Over the last year, project44 has gradually morphed its product and sales pitch around that platform, leaning heavily into the use of automation and AI agents that help shippers connect its visibility data with transportation and inventory management actions that can be undertaken in the platform. In that sense, the release of the TMS was more semantic, as project44 has been enabling transportation management decisions for months for its customers if they chose to use it. In particular, the TMS handles core functions such as rate management and booking across modes, carrier selection, procurement, purchase order management and invoice settlement. For ocean freight specifically, the company noted that shippers get native access to port-to-door rate quotes, estimated times of arrival, predictive sailing schedules, and port-level operational insights. “The integration of advanced technology streamlines our processes and increases customer satisfaction, provides essential performance data and measurement, and creates a culture of collaboration and innovation,” Hans Moorlag, director of North America logistics at Suntory Spirits, said in a statement. Contact Eric Johnson at eric.johnson@spglobal.com .

project44 wades into TMS market to fill modal, geographic gaps

<div class="phx-topic abstract-wrapper">A sense of uncertainty — if not alarm — about future demand and tariff levels on China has slowed, and even paralyzed, some orders from small and medium-sized importers, four veteran forwarders told the Journal of Commerce.</div>

A sense of uncertainty — if not alarm — about future demand and tariff levels on China has slowed, and even paralyzed, some orders from small and medium-sized importers, four veteran forwarders told the Journal of Commerce.

<div class="phx-topic">The true toll of US tariffs on China is just beginning to be felt on the trans-Pacific. Months of frontloading that drove an earlier peak season have come to an end, and US retailers are pulling back on ordering for the rest of the year in the face of a slowing US economy and higher tariff costs. Shippers and consignees are also racking up stiffer demurrage and storage bills because demand uncertainty is slowing their pickup of containers from marine terminals. <div class="wrapper-narrow float-right-element"><img src="/images/phoenix/6065756_0.1.jpg"></img></div>A sense of uncertainty — if not alarm — about future demand and tariff levels on China has slowed, and even paralyzed, some orders from small and medium-sized importers, four veteran forwarders told the Journal of Commerce. While China bookings haven’t cratered as they did in April when the Trump administration temporarily raised the US tariff level to 145%, forwarders warn of a renewed weakness in the market caused by more than just the end of peak season. Laden volumes from Asia to the US in July surged to a six-month high as shippers moved product ahead of August tariff deadlines. And while US imports are forecast to be up 5.8% year over year in August, <a href="https://www.joc.com/article/us-retailers-project-big-year-over-year-import-declines-to-close-out-2025-6060323">according to the latest Global Port Tracker (GPT)</a>, the rest of the year looks dismal. Volumes from September through December are expected to be down at least 20% year over year each month. Granted, volumes were elevated last year due to the threat of a labor strike on the East and Gulf coasts, but the current malaise is more than just tough 2024 comparisons. Small importers in particular are finding it harder to eat higher tariff costs, hampering orders as they try to push price increases onto consumers or back onto suppliers. <h3>Importers passing prices to consumers </h3>An index measuring the likelihood of US small business owners to increase prices hit its highest level in July since March 2024, according to the National Federation of Independent Businesses. A US Census Bureau survey of all US businesses, excluding farms, came to a similar conclusion, with 34% of respondents in late July saying they would increase prices over the next six months. Two weeks earlier, that figure was 29%. Even Home Depot, the second-largest US importer as measured by volume in 2024, is having to increase prices modestly. The company told investors Tuesday that while it had pledged in May not to increase prices due to tariffs, the tariff levels have since increased. August tends to be a strong year for inbound volumes, but not this year, said one executive for a forwarder that serves big box importers and a top online retailer. Because of tariff uncertainty, the seasonality of the inbound trade “is out the window,” the source said. “We’re feeling the pinch,” he said. “I think we’ve got a couple rough months ahead.” <h3>Demurrage levels on the rise </h3>Customers importing lower-value goods have even begun abandoning containers as the cost of the tariffs outweighs what the items can be sold for. Even those who tapped bonded warehouse space face the prospect of no more reprieves in tariffs — and a hefty storage bill, the forwarder source said. Other customers are shifting toward origin-controlled cargo, in which the seller bears all shipping and customs costs until it delivers the goods to the buyer, he said. Rising demurrage levels at major US ports also speak to increased deterioration in the trans-Pacific market. Demurrage levels have been rising all year but spiked in July to an average of 8.1 days, up from 3.8 days in January, according to data from transportation management visibility software vendor GoComet. While shipper customers of GoComet say erratic vessel reliability is playing a role in higher demurrage bills, tariff uncertainty is the main driver. Beneficial cargo owners (BCOs) “are either rushing orders to get ahead of tariffs or, more critically, canceling orders while cargo is already on the water,” said Chitransh Sahai, CEO of GoComet. “This leaves them with containers at the destination that have to be held or rerouted, which directly results in demurrage.” Part of that uncertainty is that some importers aren’t confident that the 55% tariff rate agreed upon between the US and China in an initial framework of a trade deal won’t be adjusted again when the since-extended tariff truce expires Nov. 10, said another forwarder source, who predominantly serves Chinese exporters. That has led to dribs and drabs of replenishment. “Customers are doing crazy types of operations to sustain their businesses,” he said. “Some customers have [even] stopped ocean shipping and have gone to small parcel.” Contact Mark Szakonyi at <a href="mailto:mark.szakonyi@spglobal.com">mark.szakonyi@spglobal.com</a>.</div>

The true toll of US tariffs on China is just beginning to be felt on the trans-Pacific. Months of frontloading that drove an earlier peak season have come to an end, and US retailers are pulling back on ordering for the rest of the year in the face of a slowing US economy and higher tariff costs. Shippers and consignees are also racking up stiffer demurrage and storage bills because demand uncertainty is slowing their pickup of containers from marine terminals. A sense of uncertainty — if not alarm — about future demand and tariff levels on China has slowed, and even paralyzed, some orders from small and medium-sized importers, four veteran forwarders told the Journal of Commerce. While China bookings haven’t cratered as they did in April when the Trump administration temporarily raised the US tariff level to 145%, forwarders warn of a renewed weakness in the market caused by more than just the end of peak season. Laden volumes from Asia to the US in July surged to a six-month high as shippers moved product ahead of August tariff deadlines. And while US imports are forecast to be up 5.8% year over year in August, according to the latest Global Port Tracker (GPT) , the rest of the year looks dismal. Volumes from September through December are expected to be down at least 20% year over year each month. Granted, volumes were elevated last year due to the threat of a labor strike on the East and Gulf coasts, but the current malaise is more than just tough 2024 comparisons. Small importers in particular are finding it harder to eat higher tariff costs, hampering orders as they try to push price increases onto consumers or back onto suppliers. Importers passing prices to consumers An index measuring the likelihood of US small business owners to increase prices hit its highest level in July since March 2024, according to the National Federation of Independent Businesses. A US Census Bureau survey of all US businesses, excluding farms, came to a similar conclusion, with 34% of respondents in late July saying they would increase prices over the next six months. Two weeks earlier, that figure was 29%. Even Home Depot, the second-largest US importer as measured by volume in 2024, is having to increase prices modestly. The company told investors Tuesday that while it had pledged in May not to increase prices due to tariffs, the tariff levels have since increased. August tends to be a strong year for inbound volumes, but not this year, said one executive for a forwarder that serves big box importers and a top online retailer. Because of tariff uncertainty, the seasonality of the inbound trade “is out the window,” the source said. “We’re feeling the pinch,” he said. “I think we’ve got a couple rough months ahead.” Demurrage levels on the rise Customers importing lower-value goods have even begun abandoning containers as the cost of the tariffs outweighs what the items can be sold for. Even those who tapped bonded warehouse space face the prospect of no more reprieves in tariffs — and a hefty storage bill, the forwarder source said. Other customers are shifting toward origin-controlled cargo, in which the seller bears all shipping and customs costs until it delivers the goods to the buyer, he said. Rising demurrage levels at major US ports also speak to increased deterioration in the trans-Pacific market. Demurrage levels have been rising all year but spiked in July to an average of 8.1 days, up from 3.8 days in January, according to data from transportation management visibility software vendor GoComet. While shipper customers of GoComet say erratic vessel reliability is playing a role in higher demurrage bills, tariff uncertainty is the main driver. Beneficial cargo owners (BCOs) “are either rushing orders to get ahead of tariffs or, more critically, canceling orders while cargo is already on the water,” said Chitransh Sahai, CEO of GoComet. “This leaves them with containers at the destination that have to be held or rerouted, which directly results in demurrage.” Part of that uncertainty is that some importers aren’t confident that the 55% tariff rate agreed upon between the US and China in an initial framework of a trade deal won’t be adjusted again when the since-extended tariff truce expires Nov. 10, said another forwarder source, who predominantly serves Chinese exporters. That has led to dribs and drabs of replenishment. “Customers are doing crazy types of operations to sustain their businesses,” he said. “Some customers have [even] stopped ocean shipping and have gone to small parcel.” Contact Mark Szakonyi at mark.szakonyi@spglobal.com .

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Toll of US tariffs begins to emerge on unsettled trans-Pacific

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

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