<div class="phx-topic abstract-wrapper">COMMERCE FINDS JAPAN DUMPING DIGITAL GOODSThe Commerce Department issued a final ruling that</div>

COMMERCE FINDS JAPAN DUMPING DIGITAL GOODSThe Commerce Department issued a final ruling that

<div>COMMERCE FINDS JAPANDUMPING DIGITAL GOODSThe Commerce Department issued a final ruling that Japan has been selling digital industrial equipment in the United States at less than cost.The ruling represents the first step toward imposing permanent anti- dumping duties.The department said temporary duties on the imports, imposed earlier this year, would be made permanent if the International Trade Commission found the imports had injured domestic U.S. firms.It acted on a complaint filed on behalf of the U.S. industry by Anilam Electronics Corp. that the imports of the digital readout units for such equipment as metalworking machine tools were injuring it and...

COMMERCE FINDS JAPAN DUMPING DIGITAL GOODSThe Commerce Department issued a final ruling that Japan has been selling digital industrial equipment in the United States at less than cost. The ruling represents the first step toward imposing permanent anti- dumping duties. The department said temporary duties on the imports, imposed earlier this year, would be made permanent if the International Trade Commission found the imports had injured domestic U.S. firms. It acted on a complaint filed on behalf of the U.S. industry by Anilam Electronics Corp. that the imports of the digital readout units for such equipment as metalworking machine tools were injuring it and other U.S. firms. The ITC, which monitors foreign adherence to U.S. trade law, must make a finding within 45 days. EC MINISTERS AGREE ON NEXT YEAR'S BUDGET BRUSSELS, Belgium - European Community budget ministers agreed on 1989 spending plans for the 12-nation bloc that include sharp cuts in farm spending, diplomats said. Farm spending, set at 26.8 billion European Currency Units ($32.2 billion), will fall below 60 percent of total expenditure for the first time since current budget calculations were introduced in the early 1960s. Overall spending is set at around 44.7 billion ECUs ($53.6 billion), but the figure is still subject to some fine-tuning. EC MIGHT INCREASE LEVIES ON STEEL BRUSSELS, Belgium - The European Community may have to raise levies on domestic steel after EC budget ministers refused to allow a transfer from the European Coal and Steel Community budget to the EC budget. Henning Cristoffersen, EC commissioner for the budget, said levies may have to be raised to 0.39 percent from the current 0.31 percent on products. This, he said, would fill the 65 million European Currency Unit ($77.3 million) shortfall that would result from the ministers' refusal to allow the pipeline from the ECSC budget to the EC budget. The money was to finance the social implications of restructuring the European steel industry. It would be used to finance programs such as early retirement and retraining schemes for steel workers. EC PURSUES FRENCH AID FOR FOUNDRY PRODUCTS BRUSSELS, Belgium - The European Community Commission said it will look into French state aid to exports of foundry products. It said these exports are submitted to a lower levy than sales on the domestic market and are thus incompatible with EC competition rules. It asked French authorities, other EC countries and interested parties to give their opinion. It did not object, however, to using the levy to finance a French foundry research center since this does not disturb trade. EC TO PROBE STATE AID TO SPANISH SHOE FIRM BRUSSELS, Belgium - The European Commission said it will look into massive Spanish state aid to the country's leading footwear company. The commission said the capital injections in favor of Imepiel amounted to 24.2 million European Currency Units (3.2 billion pesetas). (About 114 pesetas equal $1.) It said the firm, taken over by the state in 1975, has faced severe financial and economic problems. In 1987, it added, the Spanish government decided to rescue the company by injecting funds aimed at covering its 1987 and 1988 losses and preventing bankruptcy. The commission said this was illegal state aid under the EC treaty since the capital was contributed in circumstances that would not have been acceptable to a private investor operating under normal market economy conditions. CARIBBEAN LOBBY SEEN PUSHING EASIER TRADE MIAMI - Government officials from across Central America and the Caribbean are expected to lobby for reduced U.S. trade barriers when they meet here next week for the annual Conference on the Caribbean. Nearly five years after Reagan's Caribbean Basin Initiative first allowed duty-free entry to the United States for scores of goods from 21 countries, most analysts say the program has yet to produce significant benefits. The new U.S. Congress is expected to consider new CBI legislation early next year. That legislation calls for a 12-year extension of duty-free access to the year 2007 and a further reduction of U.S. trade barriers. 14 PERCENT OF EC POPULATION CONSIDERED TO BE POOR BRUSSELS, Belgium - The European Community Commission said 44 million people in the EC, or 14 percent of the EC's population, are considered poor. They earn less than half the average per capita income of the country in which they live, the commission said in a report. JOINT VENTURE REPORTED BETWEEN XEROX, SOVIETS STAMFORD, Conn. - The Soviet Union's first public copy centers will begin opening early next year under a joint venture between Xerox Corp.'s European affiliate and a Soviet agency. The Soviets have purchased copy machines for use within organizations, but there have never been copy shops as you see in the West, said Ralph Land, general manager for Xerox affiliate Rank Xerox Ltd. in London. Under the agreement, the Eastern Export Operations Division of Rank Xerox will cooperate with Vnesghtorgizdat, the international division of the Soviet state publishing organization. Together they will open, equip and train staff for the copy centers.

Maritime

INTERNATIONAL BRIEFS

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

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

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

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

Logistics Technology News

Supply chain

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

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

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

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

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

Container Shipping News

Port News

Marine terminals

International ports

CMA CGM accelerates $232 million Syrian Med port expansion project

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

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

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

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

project44 wades into TMS market to fill modal, geographic gaps

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

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

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

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

Transport, Trade and Regulation News

Trans-Pacific

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

<div class="phx-topic abstract-wrapper">A new method for billing for chassis usage involves GPS technology and geofencing, something TRAC hopes will encourage truckers and cargo owners to build a resilient fleet of equipment. </div>

A new method for billing for chassis usage involves GPS technology and geofencing, something TRAC hopes will encourage truckers and cargo owners to build a resilient fleet of equipment.

<div class="phx-topic">TRAC Intermodal, one of the US’ largest providers of marine chassis, has introduced a new pricing program aimed at encouraging trucking companies and beneficial cargo owners (BCOs) to maintain larger fleets of equipment as a buffer for when port volumes surge. The initiative, called “GeoFleet,” uses GPS technology and geofencing to track chassis usage. Under the plan, TRAC customers entering long-term lease agreements would pay a fixed daily rate for the first 50% of their leased chassis, regardless of whether they are used. That is the traditional model of charging for chassis. For the other half of the chassis under contract, charges are based on GPS data and geofencing, a new way to charge for usage. If the trucker or BCO uses the chassis only once per month, then they are billed for a single day. If the chassis leaves the geofenced area 20 times in a month, then the bill reflects 20 days of use. “It gives reassurance to customers that when [container] volume ticks up, they don't need to rush to us and say, ‘Oh, I need more term lease units,’ or ‘Oh I need to utilize pool units for the rail terminal or port’,” Jake Gilene, TRAC’s chief commercial officer, told the Journal of Commerce. Gilene said, for example, a trucker or BCO who regularly uses 500 chassis could lease 1,000 under the program. While the first 500 would be billed under the traditional model, the additional 500 would only incur charges on the days they left the geofence area. In normal market times, many of those units might never leave the geofence, but the surplus fleet would be readily available to the trucker or BCO during demand spikes. While the program benefits customers who have chassis in reserve that they would only pay for when needed, TRAC benefits because fewer chassis are occupying space in its depots and fewer customers would be frantically calling the company seeking equipment during a surge in demand. Customers being proactive rather than reactive reduces the likelihood TRAC will have to reposition chassis between US cities. <h3>Program made small launch in spring </h3>TRAC unveiled the GeoFleet program in the spring but didn’t want to publicize it until the company determined if the business model worked in a controlled setting before opening it up to a larger group of customers. TRAC competitor DCLI does not offer a comparable pricing program to GeoFleet but points out other improvements it has made for its long-term customers. DCLI has increased the number of chassis that have received tire upgrades, introduced leasing programs that let customers tailor the size and makeup of their fleets, and created a premium pool that guarantees customers high-quality equipment. “DCLI has been touting the benefits of chassis choice for several years now,” Mike O’Malley, the company’s senior vice president for government and public relations, said in a statement to the Journal of Commerce. “We believe our customers are best positioned to decide which procurement method fits their business.” Contact Ari Ashe at <a href="mailto:ari.ashe@spglobal.com">ari.ashe@spglobal.com</a>. </div>

TRAC Intermodal, one of the US’ largest providers of marine chassis, has introduced a new pricing program aimed at encouraging trucking companies and beneficial cargo owners (BCOs) to maintain larger fleets of equipment as a buffer for when port volumes surge. The initiative, called “GeoFleet,” uses GPS technology and geofencing to track chassis usage. Under the plan, TRAC customers entering long-term lease agreements would pay a fixed daily rate for the first 50% of their leased chassis, regardless of whether they are used. That is the traditional model of charging for chassis. For the other half of the chassis under contract, charges are based on GPS data and geofencing, a new way to charge for usage. If the trucker or BCO uses the chassis only once per month, then they are billed for a single day. If the chassis leaves the geofenced area 20 times in a month, then the bill reflects 20 days of use. “It gives reassurance to customers that when [container] volume ticks up, they don't need to rush to us and say, ‘Oh, I need more term lease units,’ or ‘Oh I need to utilize pool units for the rail terminal or port’,” Jake Gilene, TRAC’s chief commercial officer, told the Journal of Commerce. Gilene said, for example, a trucker or BCO who regularly uses 500 chassis could lease 1,000 under the program. While the first 500 would be billed under the traditional model, the additional 500 would only incur charges on the days they left the geofence area. In normal market times, many of those units might never leave the geofence, but the surplus fleet would be readily available to the trucker or BCO during demand spikes. While the program benefits customers who have chassis in reserve that they would only pay for when needed, TRAC benefits because fewer chassis are occupying space in its depots and fewer customers would be frantically calling the company seeking equipment during a surge in demand. Customers being proactive rather than reactive reduces the likelihood TRAC will have to reposition chassis between US cities. Program made small launch in spring TRAC unveiled the GeoFleet program in the spring but didn’t want to publicize it until the company determined if the business model worked in a controlled setting before opening it up to a larger group of customers. TRAC competitor DCLI does not offer a comparable pricing program to GeoFleet but points out other improvements it has made for its long-term customers. DCLI has increased the number of chassis that have received tire upgrades, introduced leasing programs that let customers tailor the size and makeup of their fleets, and created a premium pool that guarantees customers high-quality equipment. “DCLI has been touting the benefits of chassis choice for several years now,” Mike O’Malley, the company’s senior vice president for government and public relations, said in a statement to the Journal of Commerce. “We believe our customers are best positioned to decide which procurement method fits their business.” Contact Ari Ashe at ari.ashe@spglobal.com .

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New TRAC offering reimagines pricing model for chassis use

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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. 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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. 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