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Breakbulk Quarterly Intelligence

<div>Copyright 2003, Traffic World, Inc.Supply-chain performance is improving but companies need to raise the bar higher and deliver the operational excellence that customers are demanding, according to the 13th annual Trends and Issues in Logistics and Transportation survey.The new survey, carried out by Cap Gemini Ernst &amp; Young U.S., the University of Tennessee and Georgia Southern University, was presented at the Council of Logistics Management''s 2003 annual meeting in Chicago. It is based on responses from more than 185 logistics professionals. About half of the companies that responded have annual revenue of less that $1 billion, with the other half...

Copyright 2003, Traffic World, Inc. Supply-chain performance is improving but companies need to raise the bar higher and deliver the operational excellence that customers are demanding, according to the 13th annual Trends and Issues in Logistics and Transportation survey. The new survey, carried out by Cap Gemini Ernst & Young U.S., the University of Tennessee and Georgia Southern University, was presented at the Council of Logistics Management''s 2003 annual meeting in Chicago. It is based on responses from more than 185 logistics professionals. About half of the companies that responded have annual revenue of less that $1 billion, with the other half split more or less evenly between enterprises with annual revenue of $1 billion to $3 billion and those over $3 billion. Last year the survey team said it intended to find out what distinguishes the logistics practices of large shippers from those of smaller players. The team is none the wiser this year. No clear pattern emerged in the 2003 research as to what constitutes a "giant," said Dr. Mary Holcomb, associate professor of logistics and transportation in the College of Business at the University of Tennessee. "I''m not sure we know enough about the supply-chain leaders," she said. What the work does shed light on is the degree to which shippers are achieving operational excellence. "The core of operations excellence is the marriage of customer relationship management and supply-chain management," said the survey. The authors believe that reaching the excellence zone is crucial to "keeping the promise" to customers and developing the adaptive supply chains needed to change with customer demands. The top four attributes identified by respondents as most important to serving customer needs were on-time delivery, correct invoice, ability to match purchase orders, invoices and bills of lading, and orders that are correct and damage free. These characteristics are intrinsic to the perfect order, the faultless order that many shippers are striving to achieve on a routine basis. "It''s a very powerful metric," said Dr. Karl B. Manrodt of the Department of Information Systems and Logistics at Georgia Southern University, because it spans multiple company departments. Compared with last year, overall scores improved in this area. Respondents reported that 81 percent of all orders were in the "perfect" category compared with 75 percent in the 2002 survey. "This would suggest that meeting customer expectations is improving but is still far from perfect," the survey said. There also was good news on integration, or how companies are integrating the technology that underpins supply-chain processes and systems. Said the survey, "Most firms have achieved some degree of success in tying together the front- and back-end operations." The most marked improvement was in transportation and warehousing, where the average rating based on a seven-point scale, with seven being "not very integrated," went from 4.7 last year to 3.5 in 2003. But the least integrated area is event visibility, the capability to track the flow of materials and orders. Supply-chain visibility, key to providing customers with highly responsive and adaptable delivery services, remains a challenge for shippers. The survey said that "visibility is somewhat limited" and decreases as the distance from the plant or warehouse increases. There is a striking disconnect between inbound and outbound shipments here. Respondents were asked to list their key capabilities, and the percentage of companies that reported tracking outbound shipments was 80 percent compared with 64 percent for inbound. Only 51 percent reported having alerts too late or delayed shipments. "While gains have been made, there are still black holes in tracking," said Manrodt. Apparently the companies are aware of these shortfalls. Firms were asked what important distribution process initiatives they are working on and at top of the list was order visibility. A "huge bright spot" in this year''s survey is in inventory management, said Holcomb. Inventory volumes continue to fall and turns of finished goods inventory averaged 20.7 this year compared with 10.5 in 2001. "We''ve really made great strides here," she said. The survey indicates that although cost cutting is still the primary objective for most firms, there is more focus on profitability this year. Forty-seven percent of respondents ranked reducing costs as the most important goal of their business units, down from 54 percent in 2002. In second place was maximizing profitability with 27 percent, up from 15 percent last year. More worrying is that only 19 percent listed increasing customer satisfaction as a primary goal. Supply-chain management and logistics still often are viewed as activities that yield cost savings, pointed out Manrodt. "We''ve been typecast as a cost-cutter," he said, rather than "how we promote strategic advantage in the marketplace." In the survey more than one-third of respondents report that their C-level executives view logistics as a cost center. But there is some encouraging news as well: 41 percent of respondents said that C-level executives view logistics as a strategic resource. As the survey noted, in the current economic climate it is more important than ever to appreciate that customers want increased supply-chain efficiency. The 2003 survey indicates that this message is getting through but "a great deal of work remains to be done before an adaptive supply-chain state is reached," the survey said.

Getting There

<div class="phx-topic abstract-wrapper">The Journal of Commerce Truckload Capacity Index hit its lowest point since 2014 in the first quarter, but April saw a net gain of 558 active carriers, US data shows.</div>

The Journal of Commerce Truckload Capacity Index hit its lowest point since 2014 in the first quarter, but April saw a net gain of 558 active carriers, US data shows.

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<div class="phx-topic">Large US truckload carriers are cutting even more capacity from their truck fleets, trying to reach a balance with demand that stubbornly keeps slipping lower. At the same time, at least one indicator shows the number of active truck fleets is once again rising. Trucking companies that <a href="https://www.joc.com/article/us-truckload-shippers-hedge-contract-rates-as-carriers-cut-capacity-5998125">promised to cull more trucks</a> kept their pledge, driving the Truckload Capacity Index (TCI) published quarterly by the Journal of Commerce down 0.8 percentage points to 74.9% in the first quarter. <div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="1c27408c-a4a7-4bbf-84f5-4fe3e53846e0"></dynamic-object></div>The TCI index, which reflects actual truck counts at large publicly owned carriers, has dropped 18.3 percentage points from its mid-2022 peak and hasn’t been this low since the third quarter of 2014. The index is based on a truck count from the 2006 fourth quarter. “Market conditions continue to favor the shipper amidst choppy conditions in the industrial economy,” Frank Lonegro, CEO of Landstar System, told Wall Street analysts during an earnings call Tuesday. “Truck capacity continues to be readily available.” Landstar in the first quarter reduced its truck fleet by 2.5% from the previous quarter and 8.4% year over year. The TCI index dropped 1% sequentially and 5.1% on an annualized basis in the same period. Landstar is one of the carriers included in the index group. “The first quarter is historically the most challenging quarter from a net truck count standpoint,” Lonegro said. “It is typical to incur turnover in BCO (business capacity owner or owner-operator) truck count in a low rate per load environment.” <h3>Incoming capacity </h3>But Landstar continues to add trucks as well, which underscores that truck capacity shouldn’t be viewed just through black and white, up and down lenses. “In the fourth quarter, we added 500 trucks, but we lost 700 trucks,” Lonegro said. “The fact that new folks are coming to us tells us that the model is quite sound and quite resilient,” he said. And new folks are coming into trucking, despite soft demand and low carrier pricing, and drawn perhaps by the prospect of <a href="https://www.joc.com/article/tariffs-amplify-us-warehousing-demand-disrupt-inland-truck-routes-6001311">pulled-forward US imports</a>. More carriers with active operating authorities entered trucking than left the business in April, with new carrier authorities jumping 48% from March, Federal Motor Carrier Safety Administration data shows. The net number of new authorities in April was 558 carriers. “That doesn’t sound like much, but it’s the highest number we’ve had since 2022,” said Avery Vise, vice president for trucking at FTR Transportation Intelligence. April was only the fourth period in the past 31 months when there’s been net positive growth, he said. Dean Croke, principal analyst at DAT Freight &amp; Analytics, sees a surge in spot market demand in the actual number of loads moved in recent months – a metric he said has increased 17% from February through May, coinciding with pulled-forward freight. As a metric, loads posted are used more often to track volumes and load availability than loads moved or completed transactions, but loads may be posted multiple times on several load boards. That has the potential to obscure or distort underlying trends. Contact William B. Cassidy at <a href="mailto:bill.cassidy@spglobal.com">bill.cassidy@spglobal.com</a></div>

Large US truckload carriers are cutting even more capacity from their truck fleets, trying to reach a balance with demand that stubbornly keeps slipping lower. At the same time, at least one indicator shows the number of active truck fleets is once again rising. Trucking companies that promised to cull more trucks kept their pledge, driving the Truckload Capacity Index (TCI) published quarterly by the Journal of Commerce down 0.8 percentage points to 74.9% in the first quarter. The TCI index, which reflects actual truck counts at large publicly owned carriers, has dropped 18.3 percentage points from its mid-2022 peak and hasn’t been this low since the third quarter of 2014. The index is based on a truck count from the 2006 fourth quarter. “Market conditions continue to favor the shipper amidst choppy conditions in the industrial economy,” Frank Lonegro, CEO of Landstar System, told Wall Street analysts during an earnings call Tuesday. “Truck capacity continues to be readily available.” Landstar in the first quarter reduced its truck fleet by 2.5% from the previous quarter and 8.4% year over year. The TCI index dropped 1% sequentially and 5.1% on an annualized basis in the same period. Landstar is one of the carriers included in the index group. “The first quarter is historically the most challenging quarter from a net truck count standpoint,” Lonegro said. “It is typical to incur turnover in BCO (business capacity owner or owner-operator) truck count in a low rate per load environment.” Incoming capacity But Landstar continues to add trucks as well, which underscores that truck capacity shouldn’t be viewed just through black and white, up and down lenses. “In the fourth quarter, we added 500 trucks, but we lost 700 trucks,” Lonegro said. “The fact that new folks are coming to us tells us that the model is quite sound and quite resilient,” he said. And new folks are coming into trucking, despite soft demand and low carrier pricing, and drawn perhaps by the prospect of pulled-forward US imports . More carriers with active operating authorities entered trucking than left the business in April, with new carrier authorities jumping 48% from March, Federal Motor Carrier Safety Administration data shows. The net number of new authorities in April was 558 carriers. “That doesn’t sound like much, but it’s the highest number we’ve had since 2022,” said Avery Vise, vice president for trucking at FTR Transportation Intelligence. April was only the fourth period in the past 31 months when there’s been net positive growth, he said. Dean Croke, principal analyst at DAT Freight & Analytics, sees a surge in spot market demand in the actual number of loads moved in recent months – a metric he said has increased 17% from February through May, coinciding with pulled-forward freight. As a metric, loads posted are used more often to track volumes and load availability than loads moved or completed transactions, but loads may be posted multiple times on several load boards. That has the potential to obscure or distort underlying trends. Contact William B. Cassidy at bill.cassidy@spglobal.com

Large truckload carriers make capacity cuts, but trucks reenter the market

<div class="phx-topic abstract-wrapper">Technology providers are rolling out artificial intelligence tools to help augment transportation teams and service providers with limited resources. </div>

Technology providers are rolling out artificial intelligence tools to help augment transportation teams and service providers with limited resources.

<div class="phx-topic">The rapid adoption of artificial intelligence (AI) in applications touching multiple trucking modes continued this week, with fleet software vendor Optimal Dynamics landing a $40 million funding round and drayage software vendor PortPro releasing a set of AI agents. Optimal Dynamics, which helps carriers and private fleets improve a range of functions including network design, dispatching and driver utilization, landed the new funding round on the back of what it called significant growth in revenue and its customer base over the last 12 months. The $40 million investment is the company’s first since a $33 million round in 2022 and brings total investment to $93 million since its founding in 2017. The round was led by Koch Disruptive Technologies, a venture arm within Koch Industries. Optimal Dynamics, which lists CRST, D.M. Bowman, Halvor Lines, KBX Logistics, Leonard’s Express and Uber Freight as customers, is an archetypal example of the way AI has gradually permeated the truckload world. The company at first had some difficulty selling its vision for using AI to automate strategic and tactical fleet management decisions. But its recent progress has come as the logistics world has more broadly accepted AI’s role in tasks as rote as responding to customer service inquiries and as sophisticated as making decisions on which loads to accept and which trucks to allocate loads to. Optimal Dynamics said use of its tools has led to an average increase of 17% to 24% in weekly revenue per truck. “We’ve demonstrated real impact in trucking — solving critical, high-scale planning challenges — and are now building the foundational decision layer for logistics at large,” CFO Scott Kenerly said in a statement Monday. Optimal Dynamics said the infusion of capital will help accelerate the expansion of the company’s platform capabilities, while scaling its product, support, and sales teams “to meet surging demand for decision automation in logistics.” <h3>Native agents </h3>A more recent trend in AI adoption has come via the form of so-called agents, commonly called agentic AI, where purpose-built agents perform tasks within a system. On Tuesday, PortPro, a transportation management software vendor for drayage operators, said its system now has native AI agents that “allow users to ask operational questions, pull real-time insights, and automate common tasks like updating spreadsheets, checking documents, or sending load updates.” The agents are available via a chat interface within the transportation management system (TMS), where PortPro has already developed a number of pre-built agents, or users can customize agents based on how their team already works. “This isn’t about adding new layers of tech — it’s about removing friction,” PortPro CEO Michael Mecca said in a statement Tuesday. It’s not just transportation providers that are investing in AI. Domestic shippers are also using tools with embedded AI process automation or decision-making agents. Those tools aren’t necessarily transformative, but rather augment transportation teams with limited resources. For example, EVO, an outdoor goods retailer, over the past two years has been using an AI agent from its transportation management software vendor Shipwell to tackle the transportation order creation process. “Anything I can automate or take off our plate is money saved for us,” Vanessa McClain, EVO’s transportation and vendor relations manager, told the Journal of Commerce. “I don’t need it to think for me; I need it to do a task.” The order creation agent within Shipwell, which the software vendor calls Swifty, saves McClain and her team five to 10 minutes per order across the 600 to 700 shipments it moves per year. It also increases the accuracy of those orders, as it eliminates the re-keying of data from email into Shipwell. “We have vendors fill out a routing request form when they have a shipment ready,” McClain said. “With Swifty, we forward that email [to Shipwell] and it creates the order and then we select the carrier as opposed to getting the email from the vendor and hand-keying it into Shipwell.” <h3>Limited resources </h3>Shipwell President Jason Traff noted that transportation departments “aren’t flush with resources.” “If we can replace tasks that are boring ... you can increase the frequency to do other tasks, like checking in with carriers and partners,” he said. Shipwell began developing AI workflow agents to help its customers get more out of the system it provides, with those agents focused on five areas: order creation, documentation classification, shipment updates, appointment scheduling and dynamic quotes. More than a quarter of Shipwell’s customers now use at least one of those agents, Traff said. And the number is growing. “Where established platforms have the advantage is you take this [learning] model and plug it into the system of record,” he said. “You need the ability to hook AI into other things.” The use of Shipwell’s AI agents comes as a flood of standalone agentic AI tools have emerged for shippers, brokers and fleets to use to bolster the bandwidth of their teams. But Traff’s contention is that those agents work better within an existing system as opposed to being deployed on top of an existing system. “A TMS is a store of information that has to be displayed in a certain way to help make good decisions,” he said. “That’s the power of using these agents inside a TMS.” Contact Eric Johnson at <a href="mailto:eric.johnson@spglobal.com">eric.johnson@spglobal.com</a>. </div>

The rapid adoption of artificial intelligence (AI) in applications touching multiple trucking modes continued this week, with fleet software vendor Optimal Dynamics landing a $40 million funding round and drayage software vendor PortPro releasing a set of AI agents. Optimal Dynamics, which helps carriers and private fleets improve a range of functions including network design, dispatching and driver utilization, landed the new funding round on the back of what it called significant growth in revenue and its customer base over the last 12 months. The $40 million investment is the company’s first since a $33 million round in 2022 and brings total investment to $93 million since its founding in 2017. The round was led by Koch Disruptive Technologies, a venture arm within Koch Industries. Optimal Dynamics, which lists CRST, D.M. Bowman, Halvor Lines, KBX Logistics, Leonard’s Express and Uber Freight as customers, is an archetypal example of the way AI has gradually permeated the truckload world. The company at first had some difficulty selling its vision for using AI to automate strategic and tactical fleet management decisions. But its recent progress has come as the logistics world has more broadly accepted AI’s role in tasks as rote as responding to customer service inquiries and as sophisticated as making decisions on which loads to accept and which trucks to allocate loads to. Optimal Dynamics said use of its tools has led to an average increase of 17% to 24% in weekly revenue per truck. “We’ve demonstrated real impact in trucking — solving critical, high-scale planning challenges — and are now building the foundational decision layer for logistics at large,” CFO Scott Kenerly said in a statement Monday. Optimal Dynamics said the infusion of capital will help accelerate the expansion of the company’s platform capabilities, while scaling its product, support, and sales teams “to meet surging demand for decision automation in logistics.” Native agents A more recent trend in AI adoption has come via the form of so-called agents, commonly called agentic AI, where purpose-built agents perform tasks within a system. On Tuesday, PortPro, a transportation management software vendor for drayage operators, said its system now has native AI agents that “allow users to ask operational questions, pull real-time insights, and automate common tasks like updating spreadsheets, checking documents, or sending load updates.” The agents are available via a chat interface within the transportation management system (TMS), where PortPro has already developed a number of pre-built agents, or users can customize agents based on how their team already works. “This isn’t about adding new layers of tech — it’s about removing friction,” PortPro CEO Michael Mecca said in a statement Tuesday. It’s not just transportation providers that are investing in AI. Domestic shippers are also using tools with embedded AI process automation or decision-making agents. Those tools aren’t necessarily transformative, but rather augment transportation teams with limited resources. For example, EVO, an outdoor goods retailer, over the past two years has been using an AI agent from its transportation management software vendor Shipwell to tackle the transportation order creation process. “Anything I can automate or take off our plate is money saved for us,” Vanessa McClain, EVO’s transportation and vendor relations manager, told the Journal of Commerce. “I don’t need it to think for me; I need it to do a task.” The order creation agent within Shipwell, which the software vendor calls Swifty, saves McClain and her team five to 10 minutes per order across the 600 to 700 shipments it moves per year. It also increases the accuracy of those orders, as it eliminates the re-keying of data from email into Shipwell. “We have vendors fill out a routing request form when they have a shipment ready,” McClain said. “With Swifty, we forward that email [to Shipwell] and it creates the order and then we select the carrier as opposed to getting the email from the vendor and hand-keying it into Shipwell.” Limited resources Shipwell President Jason Traff noted that transportation departments “aren’t flush with resources.” “If we can replace tasks that are boring ... you can increase the frequency to do other tasks, like checking in with carriers and partners,” he said. Shipwell began developing AI workflow agents to help its customers get more out of the system it provides, with those agents focused on five areas: order creation, documentation classification, shipment updates, appointment scheduling and dynamic quotes. More than a quarter of Shipwell’s customers now use at least one of those agents, Traff said. And the number is growing. “Where established platforms have the advantage is you take this [learning] model and plug it into the system of record,” he said. “You need the ability to hook AI into other things.” The use of Shipwell’s AI agents comes as a flood of standalone agentic AI tools have emerged for shippers, brokers and fleets to use to bolster the bandwidth of their teams. But Traff’s contention is that those agents work better within an existing system as opposed to being deployed on top of an existing system. “A TMS is a store of information that has to be displayed in a certain way to help make good decisions,” he said. “That’s the power of using these agents inside a TMS.” Contact Eric Johnson at eric.johnson@spglobal.com .

AI continues its advance across truckload fleets, drayage

<div class="phx-topic abstract-wrapper">The carrier was commenting after reporting its first-quarter results along with Taiwan’s other two mainline carriers, Evergreen Marine and Wan Hai Lines. </div>

The carrier was commenting after reporting its first-quarter results along with Taiwan’s other two mainline carriers, Evergreen Marine and Wan Hai Lines.

<div class="phx-topic">Container trades on the Asia-Europe, Mediterranean, intra-Asia and Middle East routes have remained stable in the second quarter even while US tariffs have caused a decline in cargo volumes from China to the US, Yang Ming Marine Transport said Tuesday. The carrier was commenting after reporting its first-quarter results along with Taiwan’s other two mainline carriers, Evergreen Marine and Wan Hai Lines. Yang Ming was cautious about prospects for the trans-Pacific following last weekend’s <a href="https://www.joc.com/article/capacity-crunch-beckons-on-eastbound-trans-pacific-after-us-china-deal-6002956">preliminary trade deal between the US and China</a> to reduce tariffs on each other’s imports for 90 days. In a commentary announcing the results, the carrier only said the agreement “may support an improvement in US-China cargo demand.” Analysts were more bullish. Peter Sand, chief analyst at online benchmarking platform Xeneta, said freight rates faced upward pressure because shippers will use the 90-day window of opportunity to ship as many goods as possible into the US. “Carriers responded to falling volumes from China to the US by slashing container shipping capacity and redeploying it onto other trades, such as the Far East to Europe,” Sand said in a commentary on Monday. “It takes time to shift capacity back again, so a revival in volumes from China to US may mean shippers have to pay a little over the odds in the short term.” Yang Ming said the global economic outlook remains uncertain amid ongoing tariff developments, adding that Drewry and Clarksons have revised their container demand growth forecasts for 2025 to 1% and 0.3% contractions, respectively, while supply growth is estimated at 5.4% and 6.3%, respectively. The carrier said it was also uncertain whether the situation in the Red Sea has “truly stabilized” and said it would continue rerouting ships via the Cape of Good Hope “for the time being” to protect crew and ships. That followed <a href="https://www.joc.com/article/apparent-houthi-ceasefire-raises-container-shipping-overcapacity-risk-5999930">an announcement on May 6</a> that Houthi militants would stop attacking commercial shipping after the US agreed to end military action against Houthi bases in Yemen. <h3>Yang Ming Q1 net down 13% </h3>First-quarter figures released Tuesday show Yang Ming was the only one of Taiwan’s Big 3 carriers to report a year-over-year drop in first-quarter net profit, which fell 13% to $259 million. Revenue was largely unchanged at $1.4 billion. Yang Ming was also the only one of Taiwan’s Big 3 carriers to provide commentary with its results. Evergreen Marine, Taiwan’s largest container carrier, saw a significantly improved first quarter compared with the previous year, according to filings Tuesday to the Taiwan stock exchange. Net profit climbed 50% to $897 million while revenue increased 24% to $3.6 billion. Evergreen also confirmed that its directors have dropped plans to acquire an extra 5% interest in Egypt’s Abu Qir Container Terminal Company from Hutchison Ports North Africa and Shilbaya Marine. Evergreen announced on March 13 it would pay $13 million to acquire the stake, but the carrier said it has now canceled the deal due to “adjustments of operational strategy.” Meanwhile, Wan Hai Lines saw its first-quarter net profit surge 90% to $286 million, while revenue rose 37% to $1.2 billion. Contact Keith Wallis at <a href="mailto:keithwallis@hotmail.com">keithwallis@hotmail.com</a>. </div>

Container trades on the Asia-Europe, Mediterranean, intra-Asia and Middle East routes have remained stable in the second quarter even while US tariffs have caused a decline in cargo volumes from China to the US, Yang Ming Marine Transport said Tuesday. The carrier was commenting after reporting its first-quarter results along with Taiwan’s other two mainline carriers, Evergreen Marine and Wan Hai Lines. Yang Ming was cautious about prospects for the trans-Pacific following last weekend’s preliminary trade deal between the US and China to reduce tariffs on each other’s imports for 90 days. In a commentary announcing the results, the carrier only said the agreement “may support an improvement in US-China cargo demand.” Analysts were more bullish. Peter Sand, chief analyst at online benchmarking platform Xeneta, said freight rates faced upward pressure because shippers will use the 90-day window of opportunity to ship as many goods as possible into the US. “Carriers responded to falling volumes from China to the US by slashing container shipping capacity and redeploying it onto other trades, such as the Far East to Europe,” Sand said in a commentary on Monday. “It takes time to shift capacity back again, so a revival in volumes from China to US may mean shippers have to pay a little over the odds in the short term.” Yang Ming said the global economic outlook remains uncertain amid ongoing tariff developments, adding that Drewry and Clarksons have revised their container demand growth forecasts for 2025 to 1% and 0.3% contractions, respectively, while supply growth is estimated at 5.4% and 6.3%, respectively. The carrier said it was also uncertain whether the situation in the Red Sea has “truly stabilized” and said it would continue rerouting ships via the Cape of Good Hope “for the time being” to protect crew and ships. That followed an announcement on May 6 that Houthi militants would stop attacking commercial shipping after the US agreed to end military action against Houthi bases in Yemen. Yang Ming Q1 net down 13% First-quarter figures released Tuesday show Yang Ming was the only one of Taiwan’s Big 3 carriers to report a year-over-year drop in first-quarter net profit, which fell 13% to $259 million. Revenue was largely unchanged at $1.4 billion. Yang Ming was also the only one of Taiwan’s Big 3 carriers to provide commentary with its results. Evergreen Marine, Taiwan’s largest container carrier, saw a significantly improved first quarter compared with the previous year, according to filings Tuesday to the Taiwan stock exchange. Net profit climbed 50% to $897 million while revenue increased 24% to $3.6 billion. Evergreen also confirmed that its directors have dropped plans to acquire an extra 5% interest in Egypt’s Abu Qir Container Terminal Company from Hutchison Ports North Africa and Shilbaya Marine. Evergreen announced on March 13 it would pay $13 million to acquire the stake, but the carrier said it has now canceled the deal due to “adjustments of operational strategy.” Meanwhile, Wan Hai Lines saw its first-quarter net profit surge 90% to $286 million, while revenue rose 37% to $1.2 billion. Contact Keith Wallis at keithwallis@hotmail.com .

Yang Ming expects stable Q2 on non-US-China trades

<div class="phx-topic abstract-wrapper">The trans-Pacific air cargo sector is trying to assess the demand implications of the preliminary trade deal between Washington and Beijing, which included a reduction in the tariff on parcels from China. </div>

The trans-Pacific air cargo sector is trying to assess the demand implications of the preliminary trade deal between Washington and Beijing, which included a reduction in the tariff on parcels from China.

<div class="phx-topic">While the reduction in “de minimis” tariffs on Chinese exports to the US is unlikely to spark a surge in demand for air cargo on the trans-Pacific, any increase in demand could tighten capacity and push rates higher given the large numbers of freighter aircraft that have been shifted to other trade lanes. Following weekend trade talks in Geneva between the world’s two largest economies, part of the deal <a href="https://www.whitehouse.gov/presidential-actions/2025/05/modifying-reciprocal-tariff-rates-to-reflect-discussions-with-the-peoples-republic-of-china/">included a reduction of the 120% duty imposed from May 2</a> on any parcel from China, including Hong Kong, to 54%. An additional per-parcel fee of $100 will still go into effect May 14 but will not be increased to $200 in June as planned. The trans-Pacific market saw a mass exodus of freighter capacity as e-commerce bookings dried up ahead of the <a href="https://www.joc.com/article/air-cargo-volumes-fall-on-trans-pacific-as-us-de-minimis-changes-loom-5993599">Trump administration’s May 2 elimination of the duty-free exemption for low-value shipments</a>, with many aircraft being switched to Latin American routes. Data from air freight analyst Rotate shows daily average freighter capacity on the China-US corridor has declined 39% since May 2. The tariff impact on demand has been dramatic. Asia-North America air cargo volume is down 20% since the last week of April, at 73,037 tons, while volume on the Asia-Latin America corridor, a much smaller market, grew 23% to 855 tons over the same period, according to Rotate. <div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="50cf684b-e4f7-4f37-a0d6-346682e60c7f"></dynamic-object></div>Kathy Liu, vice president of global sales and marketing at Taiwan-based forwarder Dimerco Express Group, said the cut in tariffs would be positive for the air cargo business, but warned that finding space could be difficult in the days ahead. “After the last week of April, a lot of orders have been on hold in China for the US market due to the uncertainty,” Liu told the Journal of Commerce. “With this new announcement, a certain percentage of the orders will be released gradually. I believe we will see volume increase for air from China to the US from now on.” <h3>Demand decline pulls down rates </h3>The drop in demand over the past two weeks has dragged down air cargo rates on China-US routes, with the average rate falling 8.8% since late April, according to the Baltic Air Index. Data from rate benchmarking platform Xeneta showed prices have fallen 9% since the May 2 tariffs were imposed. “Approximately 50% of air cargo shipments on the China-US route is low-value e-commerce ... the oxygen was suddenly and dramatically removed from this demand on May 2, and it has shaken the market to its core,” said Niall van de Wouw, chief air freight officer at Xeneta. Rotate’s analysts are expecting “some demand” to return to the China-US air corridor, but it was not clear how strong the demand would be following frontloading ahead of May 2 and the prevailing uncertainty around tariff levels as the US continues negotiations with its trade partners. “Since May 2, some freighters have been parked and some were shifted to other trade lanes,” a Rotate spokesperson told the Journal of Commerce Tuesday. “If demand is there, we will probably see most freighter capacity return to the trans-Pacific.” Ocean carriers are expecting the preliminary China-US trade deal <a href="https://www.joc.com/article/capacity-crunch-beckons-on-eastbound-trans-pacific-after-us-china-deal-6002956">to unleash pent-up demand</a> that has built over the past month, with imports from China quickly filling all available container shipping capacity. In times of severe space constraints in ocean, there is a spillover to air, but considering cost-conscious US importers paused shipments in the first place because of high tariffs, forwarding sources told the Journal of Commerce it was unlikely they would be willing to pay air freight prices. Contact Greg Knowler at <a href="mailto:greg.knowler@spglobal.com">greg.knowler@spglobal.com</a>. </div>

While the reduction in “de minimis” tariffs on Chinese exports to the US is unlikely to spark a surge in demand for air cargo on the trans-Pacific, any increase in demand could tighten capacity and push rates higher given the large numbers of freighter aircraft that have been shifted to other trade lanes. Following weekend trade talks in Geneva between the world’s two largest economies, part of the deal included a reduction of the 120% duty imposed from May 2 on any parcel from China, including Hong Kong, to 54%. An additional per-parcel fee of $100 will still go into effect May 14 but will not be increased to $200 in June as planned. The trans-Pacific market saw a mass exodus of freighter capacity as e-commerce bookings dried up ahead of the Trump administration’s May 2 elimination of the duty-free exemption for low-value shipments , with many aircraft being switched to Latin American routes. Data from air freight analyst Rotate shows daily average freighter capacity on the China-US corridor has declined 39% since May 2. The tariff impact on demand has been dramatic. Asia-North America air cargo volume is down 20% since the last week of April, at 73,037 tons, while volume on the Asia-Latin America corridor, a much smaller market, grew 23% to 855 tons over the same period, according to Rotate. Kathy Liu, vice president of global sales and marketing at Taiwan-based forwarder Dimerco Express Group, said the cut in tariffs would be positive for the air cargo business, but warned that finding space could be difficult in the days ahead. “After the last week of April, a lot of orders have been on hold in China for the US market due to the uncertainty,” Liu told the Journal of Commerce. “With this new announcement, a certain percentage of the orders will be released gradually. I believe we will see volume increase for air from China to the US from now on.” Demand decline pulls down rates The drop in demand over the past two weeks has dragged down air cargo rates on China-US routes, with the average rate falling 8.8% since late April, according to the Baltic Air Index. Data from rate benchmarking platform Xeneta showed prices have fallen 9% since the May 2 tariffs were imposed. “Approximately 50% of air cargo shipments on the China-US route is low-value e-commerce ... the oxygen was suddenly and dramatically removed from this demand on May 2, and it has shaken the market to its core,” said Niall van de Wouw, chief air freight officer at Xeneta. Rotate’s analysts are expecting “some demand” to return to the China-US air corridor, but it was not clear how strong the demand would be following frontloading ahead of May 2 and the prevailing uncertainty around tariff levels as the US continues negotiations with its trade partners. “Since May 2, some freighters have been parked and some were shifted to other trade lanes,” a Rotate spokesperson told the Journal of Commerce Tuesday. “If demand is there, we will probably see most freighter capacity return to the trans-Pacific.” Ocean carriers are expecting the preliminary China-US trade deal to unleash pent-up demand that has built over the past month, with imports from China quickly filling all available container shipping capacity. In times of severe space constraints in ocean, there is a spillover to air, but considering cost-conscious US importers paused shipments in the first place because of high tariffs, forwarding sources told the Journal of Commerce it was unlikely they would be willing to pay air freight prices. Contact Greg Knowler at greg.knowler@spglobal.com .

Freighter exodus leaves trans-Pacific air cargo on edge after China-US trade deal

<div class="phx-topic abstract-wrapper">Wallenius Wilhelmsen, the world’s largest car carrier operator, said its vessels make between 300 and 350 voyages a year to the US, potentially generating annual voyage fees of about $300 million.</div>

Wallenius Wilhelmsen, the world’s largest car carrier operator, said its vessels make between 300 and 350 voyages a year to the US, potentially generating annual voyage fees of about $300 million.

<div class="phx-topic">Car carriers face bills into the hundreds of millions to meet the cost of the United States Trade Representative’s (USTR’s) proposal to impose levies on non-US-built ships entering the US beginning Oct. 16, shipping executives said. Wallenius Wilhelmsen, the world’s largest car carrier operator with 128 ships, said its vessels make between 300 and 350 voyages a year to the US, potentially generating annual voyage fees of about $300 million, it said last week. Rival Norwegian operator Höegh Autoliners estimated its own potential voyage fee exposure at between $60 million and $70 million a year. Other roll-on/roll-off (ro/ro) operators facing hefty voyage fee bills include Japan’s three largest carriers — NYK Line, MOL and “K” Line — according to port call data from maritime consultancy Esgian, as well as Glovis, which is affiliated with South Korea’s Hyundai Motor Group, Unlike other sectors, including container shipping and multipurpose vessels, where voyage fees only target China-built or -operated vessels, Lasse Kristoffersen, Wallenius Wilhelmsen CEO, said an anomaly in the USTR proposal meant that all foreign-built ro/ro vessels are liable for voyage fees. He expected the voyage fees to be passed on to the carrier’s customers, similar to the way charges related to the European Union’s emissions trading scheme are paid by shippers. Under current plans, the USTR proposal will levy voyage fees of $150 per car equivalent unit on car carriers from mid-October. Speaking during a first-quarter results presentation on April 25, Höegh Autoliners CEO Andreas Enger estimated it would cost carriers between $1 million and $1.35 million per voyage for each non-US built ro/ro vessel entering US waters. <h3>Addressing ‘unintended’ consequences </h3>Commenting on what he thought was an unintended decision by the USTR, Wilhelmsen’s Kristoffersen told a first quarter analysts briefing May 8 the company is in contact with “the US government to see how that can be adjusted.” Wallenius has strong links with the US government through its US-flag ro/ro subsidiary American Roll-on Roll-off Carrier (ARC), which handles military and diplomatic-related shipments of equipment, vehicles and household belongings. Total revenues from its government business were $107 million in the first quarter, down 3% quarter over quarter. Enger said Höegh Autoliners would also talk to US authorities about the way voyage fees are charged. He said the carrier also plans to talk to customers over the next six months before voyage fees are implemented to mitigate the impact. If these are unsuccessful, “we can take the full hit if necessary,” Enger said during the results briefing. He and Kristoffersen said while voyage fees and tariffs on vehicle imports to the US could significantly impact the vehicle carrier trade, there have been limited repercussions on the companies so far. Kristoffersen said the 25% tariff imposed on US vehicle imports from April 3 will add thousands of dollars to the $48,500 price of an average car. But he pointed out that of 16.2 million cars sold in the US last year, about 8.8 million were US-built. Consequently, there is “no way the US can replace imported volumes with domestic volumes,” he said. Kristoffersen said S&amp;P Global estimated US vehicle tariffs would reduce imports by 300,000 vehicles this year to 3.4 million, with a further 15% reduction next year to 3.2 million from a pre-tariff forecast of 3.8 million vehicles. S&amp;P Global is the parent company of the Journal of Commerce. <h3>Underlying strength in volumes </h3>Despite the threat of US tariffs, Wilhelmsen and Höegh are continuing to see strong cargo volumes, buoyed by forward multi-year cargo transportation contracts, which, for Höegh, accounted for 82% of capacity in the first quarter. While “tariffs have increased market uncertainty” Wilhelmsen “was sold out in shipping” in the first quarter, although there was “weaker activity in logistics,” Kristoffersen said during the results briefing. Höegh CFO Espen Stubberud agreed, saying the carrier “was absolutely sold out from Asia” with more cargo than it could carry in the first quarter, although there were lower volumes on the Atlantic. Stubberud said Höegh chartered two car carriers, one in January and the other in April, for nine to 12 months to meet the short-term need for extra capacity while taking advantage of lower vessel charter rates. Rates fell to about $40,000 to $60,000 per day depending on the size of ship in the first quarter from a peak of $90,000-$115,000 per day in January 2024, data from shipbroker Clarksons showed. But high-and-heavy volumes are continuing to flounder partly due to a lack of spot capacity and lackluster global demand for heavy equipment, including construction and mining equipment. Wilhelmsen’s Kristoffersen said the carrier’s high-and-heavy volumes were down 36% year over year in the first quarter without giving actual figures. Wilhelmsen and Höegh do not see any pickup in high-and-heavy volumes until the end of this year or next year, they said. Both carriers posted strong results in the first quarter, which Wilhelmsen’s Kristoffersen expected to continue for the rest of this year. Wilhelmsen saw net profit increase 22% to $246 million in the first quarter, while revenues climbed 3% to $1.3 billion. Höegh reported first-quarter net profit of $155 million, up 35% from the first quarter last year, although the result was buoyed by a $41 million gain from the sale of the ro/ro vessel Höegh New York. Total revenues edged up slightly to $329 million. Contact Keith Wallis at <a href="mailto:keithwallis@hotmail.com">keithwallis@hotmail.com</a>. </div>

Car carriers face bills into the hundreds of millions to meet the cost of the United States Trade Representative’s (USTR’s) proposal to impose levies on non-US-built ships entering the US beginning Oct. 16, shipping executives said. Wallenius Wilhelmsen, the world’s largest car carrier operator with 128 ships, said its vessels make between 300 and 350 voyages a year to the US, potentially generating annual voyage fees of about $300 million, it said last week. Rival Norwegian operator Höegh Autoliners estimated its own potential voyage fee exposure at between $60 million and $70 million a year. Other roll-on/roll-off (ro/ro) operators facing hefty voyage fee bills include Japan’s three largest carriers — NYK Line, MOL and “K” Line — according to port call data from maritime consultancy Esgian, as well as Glovis, which is affiliated with South Korea’s Hyundai Motor Group, Unlike other sectors, including container shipping and multipurpose vessels, where voyage fees only target China-built or -operated vessels, Lasse Kristoffersen, Wallenius Wilhelmsen CEO, said an anomaly in the USTR proposal meant that all foreign-built ro/ro vessels are liable for voyage fees. He expected the voyage fees to be passed on to the carrier’s customers, similar to the way charges related to the European Union’s emissions trading scheme are paid by shippers. Under current plans, the USTR proposal will levy voyage fees of $150 per car equivalent unit on car carriers from mid-October. Speaking during a first-quarter results presentation on April 25, Höegh Autoliners CEO Andreas Enger estimated it would cost carriers between $1 million and $1.35 million per voyage for each non-US built ro/ro vessel entering US waters. Addressing ‘unintended’ consequences Commenting on what he thought was an unintended decision by the USTR, Wilhelmsen’s Kristoffersen told a first quarter analysts briefing May 8 the company is in contact with “the US government to see how that can be adjusted.” Wallenius has strong links with the US government through its US-flag ro/ro subsidiary American Roll-on Roll-off Carrier (ARC), which handles military and diplomatic-related shipments of equipment, vehicles and household belongings. Total revenues from its government business were $107 million in the first quarter, down 3% quarter over quarter. Enger said Höegh Autoliners would also talk to US authorities about the way voyage fees are charged. He said the carrier also plans to talk to customers over the next six months before voyage fees are implemented to mitigate the impact. If these are unsuccessful, “we can take the full hit if necessary,” Enger said during the results briefing. He and Kristoffersen said while voyage fees and tariffs on vehicle imports to the US could significantly impact the vehicle carrier trade, there have been limited repercussions on the companies so far. Kristoffersen said the 25% tariff imposed on US vehicle imports from April 3 will add thousands of dollars to the $48,500 price of an average car. But he pointed out that of 16.2 million cars sold in the US last year, about 8.8 million were US-built. Consequently, there is “no way the US can replace imported volumes with domestic volumes,” he said. Kristoffersen said S&P Global estimated US vehicle tariffs would reduce imports by 300,000 vehicles this year to 3.4 million, with a further 15% reduction next year to 3.2 million from a pre-tariff forecast of 3.8 million vehicles. S&P Global is the parent company of the Journal of Commerce. Underlying strength in volumes Despite the threat of US tariffs, Wilhelmsen and Höegh are continuing to see strong cargo volumes, buoyed by forward multi-year cargo transportation contracts, which, for Höegh, accounted for 82% of capacity in the first quarter. While “tariffs have increased market uncertainty” Wilhelmsen “was sold out in shipping” in the first quarter, although there was “weaker activity in logistics,” Kristoffersen said during the results briefing. Höegh CFO Espen Stubberud agreed, saying the carrier “was absolutely sold out from Asia” with more cargo than it could carry in the first quarter, although there were lower volumes on the Atlantic. Stubberud said Höegh chartered two car carriers, one in January and the other in April, for nine to 12 months to meet the short-term need for extra capacity while taking advantage of lower vessel charter rates. Rates fell to about $40,000 to $60,000 per day depending on the size of ship in the first quarter from a peak of $90,000-$115,000 per day in January 2024, data from shipbroker Clarksons showed. But high-and-heavy volumes are continuing to flounder partly due to a lack of spot capacity and lackluster global demand for heavy equipment, including construction and mining equipment. Wilhelmsen’s Kristoffersen said the carrier’s high-and-heavy volumes were down 36% year over year in the first quarter without giving actual figures. Wilhelmsen and Höegh do not see any pickup in high-and-heavy volumes until the end of this year or next year, they said. Both carriers posted strong results in the first quarter, which Wilhelmsen’s Kristoffersen expected to continue for the rest of this year. Wilhelmsen saw net profit increase 22% to $246 million in the first quarter, while revenues climbed 3% to $1.3 billion. Höegh reported first-quarter net profit of $155 million, up 35% from the first quarter last year, although the result was buoyed by a $41 million gain from the sale of the ro/ro vessel Höegh New York. Total revenues edged up slightly to $329 million. Contact Keith Wallis at keithwallis@hotmail.com .

Multimillion-dollar price tag awaits car carriers as US ship fees loom

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The world of LTL is slow to embrace change. Business anachronisms permeate current supply chain processes. These vestiges of the way things used to work define the LTL freight transportation procurement process of many modern shippers.David Knuth, logistics specialist at IEWC, a global supplier of cable and wire based in Wisconsin, is happy to have modernized the RFP process, automating the entire LTL bidding procedure with Bid$ense, SMC³’s automated truckload and LTL freight transportation sourcing solution. But when prompted, he can still recall what once was.In his previous job, a large part of his duties were consumed by creating an intermodal bid package for carriers. In a spreadsheet, Knuth detailed the company’s volumes lane by lane, taking care to delete any errant keystrokes or misleading data. He would then email out the information to each carrier, taking time to respond to detailed technical questions about the spreadsheet data. Finally, he had to compile all the results, create an algorithm that would compare the carriers on each lane, and award the business.“It was a huge undertaking. It took about four months to do,” Knuth said of the old process. “It was almost a full-time job for that part of the year, every year.”In his new job at IEWC, he sat down with Bid$ense on day one and was amazed at the capabilities. Knuth had never before used a bid tool. SMC³’s latest versions of Bid$ense automate the process even further, taking truckload and LTL RFPs entirely online. The tool draws on RFP best-practices protocols to streamline the bidding communication process, enabling bidding carriers to respond accurately and promptly to shipper requests. The solution also does all the distribution work automatically, electronically submitting shipper bid data to carriers based on their actual service capabilities and performance records. Carriers are alerted with timely prompts for RFP deliverables, so shippers aren’t waiting by the phone for responses.Another benefit of automating the process is the data-cleansing assistance. When Knuth sent spreadsheets to carriers, data errors might cloud the bidding process; he might have to resend data or simply accept a price that did not truly reflect the costs of doing business. Data cleansing is incredibly beneficial, he said.The spreadsheet technique also made bidding analysis an onerous task. Since Bid$ense automates and streamlines the entire RFP process, intensive examination is now simple. SMC³ knows that each bid has more than one best outcome. With uniform responses from each carrier, shippers can quickly rank results and create an unlimited quantity of what-if scenarios to make the optimal procurement decision.Jesse Burnett of Central Garden &amp; Pet experiences many of the same benefits. Founded in 1980, Central Garden &amp; Pet has spent the last three decades growing from a small garden supply company to a provider of a range of products from dog chews and bird seed to soil supplements and natural insecticides. For much of its life, the company shipped these disparate goods via LTL and truckload carriers to retailers throughout the country, relying on each business unit to negotiate directly with their freight transportation providers. This arrangement worked fairly well for a small company, but as Central Garden &amp; Pet expanded, leadership decided to consolidate decision making.Burnett helped centralize the transportation decision making in 2015 with SMC³’s Bid$ense. Before Bid$ense, every business unit operated independently as far as negotiating with carriers.“There were a lot of different things just floating around,” he said. “We didn’t have master agreements in place; no national pricing at all. The pricing from carriers was just all over the place, depending on where you were.”The transformations he saw with Bid$ense were immediate. Burnett has been using the tool about every other year since its implementation at the company. Central Garden and Pet’s $19.6 million 2019 LTL bid saved the company just more than 9 percent when compared to its historical average. For Burnett, though, bid automation extends far beyond savings.“We knew that we weren’t getting the best pricing offer from our carriers just because nothing was centralized,” he continued. “We knew that if we combined everything from all these business units and paired it with one corporate offering, then it would drive some cost benefit with it.”When the company initially decided to centralize bid procurement, executives researched a number of different methodologies and technologies. In the end, though, Burnett found that Bid$ense was both widespread and well known, and that his carrier partners already knew how to use the application. Burnett also highlighted the data-cleansing process as a major benefit, saying the rigorous process ensures that carriers always return the best price.“It definitely has helped drive savings,” he said. “Any time you go out there and you drive that competitiveness with the carriers and they know they’re in a bid environment, it seems to sharpen their pencils.”Transportation procurement is an integral part of the modern supply chain. With Bid$ense, shippers can develop a strategic implementation plan that saves them time and money, but also helps them create strong relationships with their carrier partners. These carriers appreciate the solution’s data-cleansing process; when carriers receive a complete shipment history and future volume forecast, they don’t have to guess on pricing. Carriers that receive more data from shippers get a complete picture of that shipper’s freight, allowing them to accurately plan instead of simply preparing for the worst-case scenario. Clean data presented through an automated system can lead to both bigger shipment savings and a lasting partnership between carrier and customer.Whether customers are looking to streamline over-the-road transportation bidding by automating the RFP process or create an entirely new, centralized sourcing process, Bid$ense has the analytical horsepower to get the job done.SMC³ 2020 Customer Case Study

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Shippers save money, time with automated transportation bidding tools

If there’s one immutable truth in the world of logistics, it’s this: LTL is an inherently complex form of transportation. Tariffs, rates, DIM weights, transit times — it’s enough to confuse even seasoned logistics professionals. The solution to this knowledge gap has historically been on-the-job training or university supply chain education, but for a variety of reasons there is now a pressing need for third-party, remote LTL training that prepares logistics workers for transportation success. Global Scope Can Overlook Local Intricacies In the past, professionals looking to move into a supply chain career learned about the basics of supply chain from universities. However, many of these college supply chain programs are now global in scope, focusing on worldwide supply chain management instead of the intricacies of specialized domestic transportation. And even these programs, which used to be widespread, are becoming less common. LTL is not an industry of broad-brush strokes; supply chain professionals really need a pointillistic understanding of the logistics of LTL in order to excel in the industry. Accelerating Need for Dedicated LTL Education This lack of specified training put the onus on employers to prepare new hires with the LTL knowledge needed to do their jobs. Dedicated LTL study is a necessity, not a luxury. At the same time, changes in LTL and the broader supply chain world are accelerating. The reliance on e-commerce has ballooned since the start of the pandemic, and last-mile LTL shipments and related e-commerce strains on the supply chain won’t diminish once social distancing abates. That genie isn’t going back into the bottle. So supply chain employers need logistics workers that are fully versed in all aspects of the industry, ready to solve unique shipping and delivery problems based on their extensive supply chain knowledge But why care about LTL? It’s been reported that some shippers in today’s world are no longer concerned with what mode is used to ship their goods. A Multimodal Approach Ensures On-Time Delivery This mode agnosticism means supply chain stakeholders have to be well versed in all modes of transportation. As unforeseen weather events and other disruptions, such as protests, become more common, savvy logistics employees will need to be armed with familiarity of all modes, not just the most popular, to ensure that freight is delivered on time, without damage, and in the most financially expedient way possible. Offerings like SMC³’s LTL online education courses cover a wide range of topics from LTL basics and operations to more advanced concepts like pricing analytics and transportation law. The company also has plans to continually refresh content, adding new expert presenters and taking the feedback of students to make the courses even better as time goes on. Learn more about&nbsp;<a href="https://logisticstrainingcenter.com/smc3-courses/" rel="noreferrer" class="joc_admin__link">SMC³’s LTL Online Education program</a>&nbsp;and view the 2021 hybrid schedule, featuring live industry experts,&nbsp;<a href="https://www.smc3.com/onlinelearning2021/" rel="noreferrer" class="joc_admin__link">here.</a>

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