<div class="phx-topic abstract-wrapper">Container lines will continue to face challenging times in 2014 and 2015, but if they do not order a slew of new container ships over the next two years, the supply-demand economics in the major trade lanes will be brighter by 2016, according to an industry analyst.</div>

Container lines will continue to face challenging times in 2014 and 2015, but if they do not order a slew of new container ships over the next two years, the supply-demand economics in the major trade lanes will be brighter by 2016, according to an industry analyst.

<div>LONG BEACH, Calif. — Container lines will continue to face challenging times in 2014 and 2015, but if they do not order a slew of new container ships over the next two years, the supply-demand economics in the major trade lanes will be brighter by 2016, according to an industry analyst.Neil Dekker, head of container research at Drewry, said pending deliveries this year and next of large vessels with capacities of 10,000 20-foot containers and greater will have a cascading effect on the major east-west and north-south trade lanes.Dekker told the JOC’s TPM conference in Long Beach March 3 that...

LONG BEACH, Calif. — Container lines will continue to face challenging times in 2014 and 2015, but if they do not order a slew of new container ships over the next two years, the supply-demand economics in the major trade lanes will be brighter by 2016, according to an industry analyst. Neil Dekker, head of container research at Drewry, said pending deliveries this year and next of large vessels with capacities of 10,000 20-foot containers and greater will have a cascading effect on the major east-west and north-south trade lanes. Dekker told the JOC’s TPM conference in Long Beach March 3 that new vessels of 10,000 to 18,000-TEU capacity scheduled for deployment in the Asia-Europe trade will bump about 80 container ships of 8,000 to 10,000-TEU capacity from Asia-Europe to the trans-Pacific and north-south trade lanes. The trade from Asia to the U.S. West Coast, and from Asia to the East Coast via the Suez route, will absorb a large percentage of those 8,000 to 10,000-TEU ships, he said. As a result, the U.S. trades will continue to experience downward pressure on freight rates for at least two more years. While the gap between supply and demand will not be great enough to cause carriers to panic, they will be challenged to make a profit, Dekker said. On the other hand, the demand side of the equation in the U.S. trades is improving, with the U.S. poised for steady economic growth this year and next, said Walter Kemmsies, chief economist at Moffat and Nichol engineers. “Everything that can go into 2014 being a good year is happening,” Kemmsies said. The auto and housing markets had especially strong performances in 2013, and growth will continue in 2014. Both industries are major drivers of the container trades. Employment continues to grow modestly, and the dollar will appreciate slightly in value. Employment growth is projected to continue improving, which will drive more retail sales, which in turn will stimulate the hiring of more workers, in a “virtuous cycle,” Kemmsies said. However, Mario Moreno, JOC economist, cautioned that employment growth in lower-wage retail and health-care industries will not be enough to give the U.S. economy a major boost. Increases in higher-paying jobs in manufacturing and construction are needed to accelerate growth in the economy, Moreno said. Nevertheless, Moreno projects total U.S. containerized import growth of 6 percent in 2014 to 19 million TEUs, which will be a new record. Containerized imports in the eastbound Pacific will increase about 5 percent this year, he said. Dekker said the projected total global growth of containerized shipping capacity of 5.6 percent versus projected growth in demand globally of 4 percent this year is “not that bad.” However, since a large number of 8,000 to 10,000-TEU ships will be cascaded into the U.S. trades, carriers will have to work hard to manage capacity this year. If they are able to do so, carriers should experience high vessel utilization rates during peak periods, with utilization rates dropping to about 86 percent during the slack months. This will cause some volatility in rates and will drag down the average rate per 40-foot container for the entire year, he said. Contact Bill Mongelluzzo at bmongelluzzo@joc.com and follow him at twitter.com/billmongelluzzo .

Container lines

Container Lines Face Challenging Times, Downward Rate Pressure

<div class="phx-topic abstract-wrapper">The deal comes as freight marketplaces and solutions providers look to expand their services to offer carriers, shippers and brokers end-to-end platforms. </div>

The deal comes as freight marketplaces and solutions providers look to expand their services to offer carriers, shippers and brokers end-to-end platforms.

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<div class="phx-topic">Freight marketplace Truckstop.com said Tuesday it is expanding the reach of its spot-market technology platform by acquiring Denim, a financial technology company and factoring service. The deal will speed payments for carriers and freight brokers using Truckstop.com. Terms of the acquisition were not disclosed. The acquisition comes as freight marketplaces and solutions providers look to expand their services to offer carriers, shippers and brokers end-to-end platforms. Truckstop.com rival DAT Freight &amp; Analytics in late July <a href="https://www.joc.com/article/dat-acquiring-convoy-automation-platform-from-flexport-6051850">acquired the Convoy platform</a> from Flexport, two months after it acquired <a href="https://www.joc.com/article/dat-adds-in-house-factoring-services-with-latest-acquisition-6005462">payments and factoring technology provider Outgo</a>. Earlier this year, factoring provider Triumph Financial <a href="https://www.joc.com/article/triumph-acquires-broker-focused-pricing-technology-provider-greenscreensai-5951484">acquired Greenscreens.ai</a>, a spot truckload pricing and analytics provider. The wave of acquisitions is driven in part by the rapid development of artificial intelligence (AI) and the need to protect competitive positions in the logistics technology sector. But it also represents an evolution of the load board model, one in which Truckstop has fiercely competed with DAT over the years. Issues like carrier cash flow, cargo theft and fraud, and rate benchmarking have put load boards under intense scrutiny, so DAT and Truckstop have responded by making acquisitions intended to build stickiness with broker customers and trust from carriers. <h3>Truckstop in midst of ‘strategic realignment’ </h3>Truckstop’s purchase of Denim, founded in 2019, is the first acquisition announced by the company since the <a href="https://www.joc.com/article/truckstop-begins-strategic-realignment-names-founder-as-interim-ceo-6020214">return of its founder</a>, Scott Moscrip, to the CEO’s seat in June. Moscrip, who founded Truckstop.com in 1995, is serving as interim CEO while leading a “strategic realignment” of the company with an emphasis on innovation. Truckstop.com noted that AI and automation have helped reduce the time to process 75% of Denim’s factoring payments to under one minute. Denim is one of a cohort of payment, finance and factoring software companies to have emerged in recent years, alongside companies like Loop, Upwell, BasicBlock and Moneiva. Established players in that space include US Bank, Cass, and Triumph. Contact William B. Cassidy at <a href="mailto://bill.cassidy@spglobal.com">bill.cassidy@spglobal.com</a>Senior Editor Eric Johnson contributed to this report.</div>

Freight marketplace Truckstop.com said Tuesday it is expanding the reach of its spot-market technology platform by acquiring Denim, a financial technology company and factoring service. The deal will speed payments for carriers and freight brokers using Truckstop.com. Terms of the acquisition were not disclosed. The acquisition comes as freight marketplaces and solutions providers look to expand their services to offer carriers, shippers and brokers end-to-end platforms. Truckstop.com rival DAT Freight & Analytics in late July acquired the Convoy platform from Flexport, two months after it acquired payments and factoring technology provider Outgo . Earlier this year, factoring provider Triumph Financial acquired Greenscreens.ai , a spot truckload pricing and analytics provider. The wave of acquisitions is driven in part by the rapid development of artificial intelligence (AI) and the need to protect competitive positions in the logistics technology sector. But it also represents an evolution of the load board model, one in which Truckstop has fiercely competed with DAT over the years. Issues like carrier cash flow, cargo theft and fraud, and rate benchmarking have put load boards under intense scrutiny, so DAT and Truckstop have responded by making acquisitions intended to build stickiness with broker customers and trust from carriers. Truckstop in midst of ‘strategic realignment’ Truckstop’s purchase of Denim, founded in 2019, is the first acquisition announced by the company since the return of its founder , Scott Moscrip, to the CEO’s seat in June. Moscrip, who founded Truckstop.com in 1995, is serving as interim CEO while leading a “strategic realignment” of the company with an emphasis on innovation. Truckstop.com noted that AI and automation have helped reduce the time to process 75% of Denim’s factoring payments to under one minute. Denim is one of a cohort of payment, finance and factoring software companies to have emerged in recent years, alongside companies like Loop, Upwell, BasicBlock and Moneiva. Established players in that space include US Bank, Cass, and Triumph. Contact William B. Cassidy at bill.cassidy@spglobal.com Senior Editor Eric Johnson contributed to this report.

Trucking News

Logistics Technology News

Truckload

Surface

Truckstop.com acquires truckload factoring service Denim

<div class="phx-topic abstract-wrapper">The acquisition will allow Overhaul to incorporate FreightVerify’s visibility data that helps shippers and logistics providers measure when freight is at risk while in transit.</div>

The acquisition will allow Overhaul to incorporate FreightVerify’s visibility data that helps shippers and logistics providers measure when freight is at risk while in transit.

<div class="phx-topic">Supply chain management software vendor Overhaul on Tuesday said it has acquired a visibility provider that caters predominantly to automotive and healthcare shippers in a bid to extend its value from risk management to inventory control. The deal for Michigan-based FreightVerify, terms of which were not disclosed, will see Overhaul incorporating FreightVerify’s part-level visibility data into its platform that helps shippers and logistics providers measure when freight is at risk while in transit. Transportation visibility has traditionally been centered around container or truckload-level tracking, whereas most shippers tend to need more granular information at a part, pallet, or product-level basis. “Enterprises need dynamic inventory control,” Overhaul CEO Barry Conlon told the Journal of Commerce. “It’s not telling them there’s a problem; it’s telling them what was done to resolve the problem.” Conlon said the demand from shippers, in particular, is managed services, not purely a software-as-a-service (SaaS) platform, and that the FreightVerify acquisition helps Overhaul move further in that direction. “Putting all these data streams together is compelling,” he said. FreightVerify was founded in 2014 by Larne Dornell and Yossi Sheffi to help shippers with complex supply chains receive granular visibility into parts and stock-keeping units (SKUs). Sheffi is better known as the director of the MIT Center for Transportation &amp; Logistics. FreightVerify has found particular success in the automotive and healthcare verticals. Conlon said incorporating part-level data into Overhaul’s platform will expose FreightVerify’s product to a wider market beyond industries such as automotive and healthcare. Overhaul customers typically use the platform to help track freight and identify security risks that could compromise production schedules or in-store availability. <h3>Goods in motion harder to track </h3>In particular, the merged application will help shippers get a warehouse level of tracking for goods in motion, which are generally harder to track. The solution will be targeted at “high-consequence cargo across the high-tech, consumer, automotive, healthcare, and life sciences industries, where visibility, precision, and protection are non-negotiable,” Overhaul said in a statement. Overhaul nominally competes in the freight visibility category with names such as project44, FourKites, and Shippeo, although it has always been more focused on the risk management end of the visibility spectrum, as it was developed as a tool to help monitor cargo security. Moving into the broader market of risk management pits it against companies such as Everstream Analytics and Resilinc. Overhaul’s last acquisition came in 2023 with its purchase of competitor SensiGuard. Conlon said Overhaul’s strong customer base in high-tech and pharmaceuticals complements FreightVerify’s industry focus, and that there is little existing customer overlap. “It’s a nice tuck-in for us,” Conlon said. “They needed a home, and we won’t break stride.” Contact Eric Johnson at <a href="mailto:eric.johnson@spglobal.com">eric.johnson@spglobal.com</a>.</div>

Supply chain management software vendor Overhaul on Tuesday said it has acquired a visibility provider that caters predominantly to automotive and healthcare shippers in a bid to extend its value from risk management to inventory control. The deal for Michigan-based FreightVerify, terms of which were not disclosed, will see Overhaul incorporating FreightVerify’s part-level visibility data into its platform that helps shippers and logistics providers measure when freight is at risk while in transit. Transportation visibility has traditionally been centered around container or truckload-level tracking, whereas most shippers tend to need more granular information at a part, pallet, or product-level basis. “Enterprises need dynamic inventory control,” Overhaul CEO Barry Conlon told the Journal of Commerce. “It’s not telling them there’s a problem; it’s telling them what was done to resolve the problem.” Conlon said the demand from shippers, in particular, is managed services, not purely a software-as-a-service (SaaS) platform, and that the FreightVerify acquisition helps Overhaul move further in that direction. “Putting all these data streams together is compelling,” he said. FreightVerify was founded in 2014 by Larne Dornell and Yossi Sheffi to help shippers with complex supply chains receive granular visibility into parts and stock-keeping units (SKUs). Sheffi is better known as the director of the MIT Center for Transportation & Logistics. FreightVerify has found particular success in the automotive and healthcare verticals. Conlon said incorporating part-level data into Overhaul’s platform will expose FreightVerify’s product to a wider market beyond industries such as automotive and healthcare. Overhaul customers typically use the platform to help track freight and identify security risks that could compromise production schedules or in-store availability. Goods in motion harder to track In particular, the merged application will help shippers get a warehouse level of tracking for goods in motion, which are generally harder to track. The solution will be targeted at “high-consequence cargo across the high-tech, consumer, automotive, healthcare, and life sciences industries, where visibility, precision, and protection are non-negotiable,” Overhaul said in a statement. Overhaul nominally competes in the freight visibility category with names such as project44, FourKites, and Shippeo, although it has always been more focused on the risk management end of the visibility spectrum, as it was developed as a tool to help monitor cargo security. Moving into the broader market of risk management pits it against companies such as Everstream Analytics and Resilinc. Overhaul’s last acquisition came in 2023 with its purchase of competitor SensiGuard. Conlon said Overhaul’s strong customer base in high-tech and pharmaceuticals complements FreightVerify’s industry focus, and that there is little existing customer overlap. “It’s a nice tuck-in for us,” Conlon said. “They needed a home, and we won’t break stride.” Contact Eric Johnson at eric.johnson@spglobal.com .

Supply chain

Overhaul dives deeper into ‘part-level’ tracking with FreightVerify deal

<div class="phx-topic abstract-wrapper">The NMFTA’s preliminary freight charges API helps notify shippers of changes to charges, including reweighing and classification, before delivery and final invoicing.</div>

The NMFTA’s preliminary freight charges API helps notify shippers of changes to charges, including reweighing and classification, before delivery and final invoicing.

<div class="phx-topic">A new technical standard aims to plug a gap in less-than-truckload (LTL) visibility by giving shippers a better view of how LTL charges may change as shipments cross docks. The release of the preliminary freight charges application programming interface (API) standard last week comes as <a href="https://www.joc.com/article/us-ltl-rates-still-rising-after-muted-response-to-shipment-reclassification-6063877">LTL charges are in flux</a>. Changes to the National Motor Freight Classification (NMFC) may increase, or decrease, the rates shippers pay. “It remains to be seen how many invoices will be changed because of the NMFC reclassification,” said Brian Thompson, chairman of the Digital LTL Council, a division of the National Motor Freight Traffic Association (NMFTA). ”We really wanted to get out in the forefront of those NMFC changes,” said Thompson, who also is chief commercial officer for SMC3, an LTL association and data solutions provider. Revisions to the NMFC that took effect July 19 shifted more than 2,000 products or commodities into classes determined by density alone, rather than other shipping characteristics. The new API brings the NMFTA closer to offering a set of digital standards covering LTL shipping processes from a shipper’s dock to final delivery at a consignee. The preliminary freight charges API follows an electronic bill of lading standard and a standard for pickup requests and visibility, Thompson said. An in-transit visibility API standard is slated for release by the Digital LTL Council later this year, he said. <h3>Changes in transit </h3>The preliminary freight charges standard addresses a problem for shippers that has grown as new technology becomes available for carriers: invoices that change in transit. More and more carriers have dimensioners and scales used to reweigh shipments and reclassify them after they reach a carrier’s dock. That can lead to <a href="https://www.joc.com/article/us-ltl-carriers-laying-groundwork-for-higher-pricing-in-2025-5822094">changes in billed charges</a> that a shipper may not see until an invoice is reviewed weeks later. “This is really valuable for shippers and third-party logistics providers,” said Scooter Sayers, director of business development/LTL solutions for Cubiscan. “It’s all about early visibility, passing information back and forth and getting everybody on the same page.” Cubiscan develops dimensioning equipment and is not part of the LTL Digital Council. Logistics providers and carriers are already providing preliminary data on freight charges to shippers, but “putting a standard out there makes things easier for everybody,” Sayers said. Contact William B. Cassidy at <a href="mailto://bill.cassidy@spglobal.com">bill.cassidy@spglobal.com</a>. </div>

A new technical standard aims to plug a gap in less-than-truckload (LTL) visibility by giving shippers a better view of how LTL charges may change as shipments cross docks. The release of the preliminary freight charges application programming interface (API) standard last week comes as LTL charges are in flux . Changes to the National Motor Freight Classification (NMFC) may increase, or decrease, the rates shippers pay. “It remains to be seen how many invoices will be changed because of the NMFC reclassification,” said Brian Thompson, chairman of the Digital LTL Council, a division of the National Motor Freight Traffic Association (NMFTA). ”We really wanted to get out in the forefront of those NMFC changes,” said Thompson, who also is chief commercial officer for SMC3, an LTL association and data solutions provider. Revisions to the NMFC that took effect July 19 shifted more than 2,000 products or commodities into classes determined by density alone, rather than other shipping characteristics. The new API brings the NMFTA closer to offering a set of digital standards covering LTL shipping processes from a shipper’s dock to final delivery at a consignee. The preliminary freight charges API follows an electronic bill of lading standard and a standard for pickup requests and visibility, Thompson said. An in-transit visibility API standard is slated for release by the Digital LTL Council later this year, he said. Changes in transit The preliminary freight charges standard addresses a problem for shippers that has grown as new technology becomes available for carriers: invoices that change in transit. More and more carriers have dimensioners and scales used to reweigh shipments and reclassify them after they reach a carrier’s dock. That can lead to changes in billed charges that a shipper may not see until an invoice is reviewed weeks later. “This is really valuable for shippers and third-party logistics providers,” said Scooter Sayers, director of business development/LTL solutions for Cubiscan. “It’s all about early visibility, passing information back and forth and getting everybody on the same page.” Cubiscan develops dimensioning equipment and is not part of the LTL Digital Council. Logistics providers and carriers are already providing preliminary data on freight charges to shippers, but “putting a standard out there makes things easier for everybody,” Sayers said. Contact William B. Cassidy at bill.cassidy@spglobal.com .

New API standard advances LTL billing transparency

<div class="phx-topic abstract-wrapper">The upbeat results have led several carriers to invest in new tonnage, with vessels scheduled for delivery in 2027 and 2028.</div>

The upbeat results have led several carriers to invest in new tonnage, with vessels scheduled for delivery in 2027 and 2028.

<div class="phx-topic">Intra-Asia carriers saw net profits surge in the first half of the year on the back of strong gains in freight rates and cargo volumes. The upbeat results have led several carriers to invest in new tonnage, with vessels scheduled for delivery in 2027 and 2028. Forwarders said rates and container volumes have been supported by tight capacity partly caused by mainline carriers blanking sailings in April and May. Highlighting the buoyant trading environment, Hong Kong-listed SITC said average revenue per TEU in the first half increased 23% to $776 per TEU from $632/TEU in the prior year. This helped the carrier post an 80% increase in first-half net profit to $630 million, SITC said in a stock exchange filing. Cargo volumes rose 7% to 1.8 million TEUs. Rival Hong Kong-listed regional carrier TS Lines said it expected interim net profit to surge by up to 225% to between $180 million and $200 million, from $56 million last year, when it reports its results on Aug. 25. The increase was due to higher freight rates and an “increase in charter hire revenue” from vessels chartered to other carriers, TS said. Thailand’s Regional Container Lines (RCL) saw its net profit soar 130% to $124 million in the first half, driven by a 28% increase in freight income and a 12% rise in liftings, the carrier said. The strong results, meanwhile, have led some intra-Asia carriers to expand their fleets with new vessel orders and launch new services, including long-haul loops. TS Lines, SITC and South Korean carriers Sinokor Merchant Marine and CK Line have recently placed orders for a total of 16 ships. The largest order, worth $612 million, was awarded by Sinokor for four 13,000-TEU ships with delivery in 2028. RCL completed the delivery of six 7,000-TEU and 12,000-TEU vessels earlier this year as part of a plan to expand its network beyond Asia with the launch of an Asia-Mexico service with six other carriers including TS Lines, Sinokor, Korea Marine Transport Company (KMTC) and China’s Sinotrans Container Line. Contact Keith Wallis at <a href="mailto:keithwallis@hotmail.com">keithwallis@hotmail.com</a>.</div>

Intra-Asia carriers saw net profits surge in the first half of the year on the back of strong gains in freight rates and cargo volumes. The upbeat results have led several carriers to invest in new tonnage, with vessels scheduled for delivery in 2027 and 2028. Forwarders said rates and container volumes have been supported by tight capacity partly caused by mainline carriers blanking sailings in April and May. Highlighting the buoyant trading environment, Hong Kong-listed SITC said average revenue per TEU in the first half increased 23% to $776 per TEU from $632/TEU in the prior year. This helped the carrier post an 80% increase in first-half net profit to $630 million, SITC said in a stock exchange filing. Cargo volumes rose 7% to 1.8 million TEUs. Rival Hong Kong-listed regional carrier TS Lines said it expected interim net profit to surge by up to 225% to between $180 million and $200 million, from $56 million last year, when it reports its results on Aug. 25. The increase was due to higher freight rates and an “increase in charter hire revenue” from vessels chartered to other carriers, TS said. Thailand’s Regional Container Lines (RCL) saw its net profit soar 130% to $124 million in the first half, driven by a 28% increase in freight income and a 12% rise in liftings, the carrier said. The strong results, meanwhile, have led some intra-Asia carriers to expand their fleets with new vessel orders and launch new services, including long-haul loops. TS Lines, SITC and South Korean carriers Sinokor Merchant Marine and CK Line have recently placed orders for a total of 16 ships. The largest order, worth $612 million, was awarded by Sinokor for four 13,000-TEU ships with delivery in 2028. RCL completed the delivery of six 7,000-TEU and 12,000-TEU vessels earlier this year as part of a plan to expand its network beyond Asia with the launch of an Asia-Mexico service with six other carriers including TS Lines, Sinokor, Korea Marine Transport Company (KMTC) and China’s Sinotrans Container Line. Contact Keith Wallis at keithwallis@hotmail.com .

Container Shipping News

Maritime

Intra-Asia carriers see H1 profits surge on higher freight rates, cargo volumes

<div class="phx-topic abstract-wrapper">Fragmentation and systems that don’t “talk to each other” are holding back the effective use of data in the project cargo industry, stakeholders say.</div>

Fragmentation and systems that don’t “talk to each other” are holding back the effective use of data in the project cargo industry, stakeholders say.

<div class="phx-topic">The slow pace of digitalization in the “super cautious” breakbulk and project logistics industry means engineering, procurement and construction (EPC) firms could be risking excess costs, more waste and less efficiency, according to EPC executives. A traditional mindset, difficulty gaining access to meaningful data and a lack of understanding around real-time large data transfers and analytics are among the factors holding back progress in a project logistics sector already heavy with fragmentation. “As an industry we don’t use data as effectively as we could do,” said Andy Young, corporate manager of logistics at Bechtel Global Logistics. Describing digitalization as a “risk topic,” he said the first challenge is getting the data from logistics services providers. “It’s better if you’re clear with them what you want the data for and how you intend to use it,” he said. Second is understanding how to handle real-time large data transfers — for example, what software and/or platform to use. “Also, integration with freight forwarders’ systems seems to be advanced, but not so with other logistics service providers,” said Young. “Being able to standardize and consolidate data across multiple logistics services providers, multiple projects, and modes of transport brings benefits.” Some project cargo forwarders allow portal access to their transportation management systems (TMSs), and some agree to data transfer. “Credit to them — they have been at the forefront of digitalization in logistics and their wider supply chain service offerings,” Young said. <h3>Fragmentation stymieing progress </h3>Brandy Aurich, vice president/global head of strategy at freight forwarder DHL Global Forwarding Industrial Projects, told the Journal of Commerce that industry fragmentation was one of the biggest challenges to digitalization. Early partnership is crucial, but shippers and forwarders are often at different stages of the digitalization journey. “If a shipper’s goal, focus, and stage in the digitalization journey are much further along than the forwarder or other suppliers, it becomes very difficult to get on the same page,” Aurich said. “On large projects, implementation moves quickly — so if you are not aligned as partners from the start, you may not have the time to get where you need to be.” Many systems don’t interact. “You have a variety of systems across the supply chain, but they don’t necessarily talk to each other,” she said. “Getting them to a point where they can communicate with each other takes significant investment, resources and time.” Aurich said there is a big gap between “wanting to be digital” and being ready and able to get there — “and that’s from both sides.” Another issue is data quality. “Is the data clean, where is that source of truth, can we trust the data?,” she said. “A shipper may provide a certain set of data, while the forwarder has another, and aligning those is critical.” A lack of expertise is also a factor. You can’t just hire a data analyst, she said; you need people who are experts in, or at least understand, project logistics and the complexities of the supply chain. Whether a company hires a project logistics specialist and trains them in data analytics, or does things the other way around, “either way it takes time, investment, and real commitment,” said Aurich. “First, look internally — do we already have people who understand project logistics and might be interested in moving into a data analyst’s role? If not, we need to be more open-minded when we are hiring data analysts or technology specialists,” she said. “Can they learn and grow in a project logistics environment? Are they willing to put in the time?” <h3>Relationships are key </h3>Young emphasized giving the right tools and support to logisticians who are being “turned into” data analysts. “You need to understand logistics, what you want to discover, what the trends are telling you,” he said. An effective strategy requires working with logistics service providers willing to partner on a digitalization journey — even if that might uncover some uncomfortable truths, Young added. “They must be willing to provide data even if it’s not ‘flattering’ to their own performance,” he said. “Fundamentally, it’s about honesty and trust, and the relationship you have with them.” The accumulation and analysis of data can drive business decisions and, more importantly, define strategy, said Young. Performance metrics can encompass areas such as container utilization, on-time status, detention, and damage ratios. Data can be used to measure logistics services providers’ performance in an ongoing project, to inform a new competitive bid, or to benchmark projects internally. Monitoring costs, volumes, locations and durations helps to identify trends and be more predictive. Consolidating data can enable accurate planning of site resources weeks in advance, including laydown allocation, labor and equipment — avoiding the scenario of having 20 people and six all-terrain cranes on site when 10 and two, respectively, would suffice. “A project trending the wrong way on pick-up times indicates a problem with the supplier, the logistics service provider or even our own project management,” Young said. “By tracking KPIs [key performance indicators], we can see early on if there is a problem — and take action to fix it.” Contact Felicity Landon on <a href="mailto:felicity@felicitylandon.com">felicity@felicitylandon.com</a>.</div>

The slow pace of digitalization in the “super cautious” breakbulk and project logistics industry means engineering, procurement and construction (EPC) firms could be risking excess costs, more waste and less efficiency, according to EPC executives. A traditional mindset, difficulty gaining access to meaningful data and a lack of understanding around real-time large data transfers and analytics are among the factors holding back progress in a project logistics sector already heavy with fragmentation. “As an industry we don’t use data as effectively as we could do,” said Andy Young, corporate manager of logistics at Bechtel Global Logistics. Describing digitalization as a “risk topic,” he said the first challenge is getting the data from logistics services providers. “It’s better if you’re clear with them what you want the data for and how you intend to use it,” he said. Second is understanding how to handle real-time large data transfers — for example, what software and/or platform to use. “Also, integration with freight forwarders’ systems seems to be advanced, but not so with other logistics service providers,” said Young. “Being able to standardize and consolidate data across multiple logistics services providers, multiple projects, and modes of transport brings benefits.” Some project cargo forwarders allow portal access to their transportation management systems (TMSs), and some agree to data transfer. “Credit to them — they have been at the forefront of digitalization in logistics and their wider supply chain service offerings,” Young said. Fragmentation stymieing progress Brandy Aurich, vice president/global head of strategy at freight forwarder DHL Global Forwarding Industrial Projects, told the Journal of Commerce that industry fragmentation was one of the biggest challenges to digitalization. Early partnership is crucial, but shippers and forwarders are often at different stages of the digitalization journey. “If a shipper’s goal, focus, and stage in the digitalization journey are much further along than the forwarder or other suppliers, it becomes very difficult to get on the same page,” Aurich said. “On large projects, implementation moves quickly — so if you are not aligned as partners from the start, you may not have the time to get where you need to be.” Many systems don’t interact. “You have a variety of systems across the supply chain, but they don’t necessarily talk to each other,” she said. “Getting them to a point where they can communicate with each other takes significant investment, resources and time.” Aurich said there is a big gap between “wanting to be digital” and being ready and able to get there — “and that’s from both sides.” Another issue is data quality. “Is the data clean, where is that source of truth, can we trust the data?,” she said. “A shipper may provide a certain set of data, while the forwarder has another, and aligning those is critical.” A lack of expertise is also a factor. You can’t just hire a data analyst, she said; you need people who are experts in, or at least understand, project logistics and the complexities of the supply chain. Whether a company hires a project logistics specialist and trains them in data analytics, or does things the other way around, “either way it takes time, investment, and real commitment,” said Aurich. “First, look internally — do we already have people who understand project logistics and might be interested in moving into a data analyst’s role? If not, we need to be more open-minded when we are hiring data analysts or technology specialists,” she said. “Can they learn and grow in a project logistics environment? Are they willing to put in the time?” Relationships are key Young emphasized giving the right tools and support to logisticians who are being “turned into” data analysts. “You need to understand logistics, what you want to discover, what the trends are telling you,” he said. An effective strategy requires working with logistics service providers willing to partner on a digitalization journey — even if that might uncover some uncomfortable truths, Young added. “They must be willing to provide data even if it’s not ‘flattering’ to their own performance,” he said. “Fundamentally, it’s about honesty and trust, and the relationship you have with them.” The accumulation and analysis of data can drive business decisions and, more importantly, define strategy, said Young. Performance metrics can encompass areas such as container utilization, on-time status, detention, and damage ratios. Data can be used to measure logistics services providers’ performance in an ongoing project, to inform a new competitive bid, or to benchmark projects internally. Monitoring costs, volumes, locations and durations helps to identify trends and be more predictive. Consolidating data can enable accurate planning of site resources weeks in advance, including laydown allocation, labor and equipment — avoiding the scenario of having 20 people and six all-terrain cranes on site when 10 and two, respectively, would suffice. “A project trending the wrong way on pick-up times indicates a problem with the supplier, the logistics service provider or even our own project management,” Young said. “By tracking KPIs [key performance indicators], we can see early on if there is a problem — and take action to fix it.” Contact Felicity Landon on felicity@felicitylandon.com .

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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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