<div class="phx-topic abstract-wrapper">U.S. property and casualty insurers are entering a new year that at the very least promises to be mo</div>

U.S. property and casualty insurers are entering a new year that at the very least promises to be mo

<div>U.S. property and casualty insurers are entering a new year that at the very least promises to be more focused.Last year, insurers racked up $6 billion in catastrophe losses, which, according to the Insurance Information Institute, fell far below the estimated $23 billion in losses a year earlier. Insurers avoided further damage to their bottom lines, but the low number of catastrophes also guaranteed that insurance prices would remain depressed.The 1993 catastrophe record did not include the major hurricane losses projected by some analysts. The only hurricane, Emily, caused $30 million in losses, according to data from Triple I.Major disasters...

U.S. property and casualty insurers are entering a new year that at the very least promises to be more focused. Last year, insurers racked up $6 billion in catastrophe losses, which, according to the Insurance Information Institute, fell far below the estimated $23 billion in losses a year earlier. Insurers avoided further damage to their bottom lines, but the low number of catastrophes also guaranteed that insurance prices would remain depressed.The 1993 catastrophe record did not include the major hurricane losses projected by some analysts. The only hurricane, Emily, caused $30 million in losses, according to data from Triple I. Major disasters included the Blizzard of 1993 ($1.8 billion), the Los Angeles fires ($950 million) and the World Trade Center bombing ($510 million). The P/C insurance industry has entered into what some analysts have projected as a continuance of the competitive pricing that began in the late 1980s. The absence of costly weather-related catastrophes has led some experts to predict that any upturn in pricing will be sparked by economic concerns. Sean Mooney, senior vice president at Triple I, projected that lower interest rates will lead to higher prices, because insurers will have no other way to create income to cover claims and expenses. Investment income, which usually covers underwriting losses, is expected to decline by 6.2 percent to $31.6 billion from $33.7 billion last year - much worse than a 50-year record decline of 1.5 percent in 1992, according to Triple I. The shortfall in investment income "implies a firming in price," Mr. Mooney said. Insurers recorded an estimated operating loss of $2.5 billion last year, compared with operating income of $9.2 billion in 1992, according to Triple I. Net income was estimated at $15.9 billion in 1993, up from $5.8 billion in 1992. Combined ratio was projected to fall to 108.9 percent from 115.9 percent a year earlier. Insurers were also concerned last year about liability. A number of insurers added to their loss reserves to cover pollution and asbestos claims and litigation costs. Most of these insurers have reduced or ceased underwriting such risks. This effort by many is reflective of their intent to become specialists. "Fewer insurers will try to be all things to all people," said Fred Marcon, president and chief executive of the Insurance Services Office in New York. He said the trend of insurers marketing their products by lines of business and by class will increase dramatically in 1994. Insurers also recognized last year that reduced costs would make marketing strategies more effective. They are expected to continue to slash costs as they more keenly focus their business. Insurers may find their new-found niche marketing edge smoothed, as catastrophe reinsurers raise their prices. Prohibitively expensive catastrophe reinsurance will cause some insurers to pull out of certain markets, Mr. Marcon said in a prepared speech for the annual meeting of Triple I, ISO and the American Insurance Association in Washington. Catastrophe reinsurers began to raise their rates in 1992 in reaction to weather-related devastation. Many insurance executives and experts suggested the federal government should offer backup coverage to reinsurers to maintain availability.

P/C INSURERS TO LEAN TOWARD SPECIALIZATION

<div class="phx-topic abstract-wrapper">Experts from the Working Group on US Nuclear Dominance recommend a federal review of critical supply chain components and bottlenecks as they relate to nuclear project cargo transport. </div>

Experts from the Working Group on US Nuclear Dominance recommend a federal review of critical supply chain components and bottlenecks as they relate to nuclear project cargo transport.

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<div class="phx-topic">To achieve global dominance, the US nuclear energy sector will need “committed and sustained federal action” in developing related domestic manufacturing and heavy-lift project supply chains, according to a new report sponsored by a pair of nonprofit public policy and energy reform think tanks. The report outlines a roadmap for US President Donald Trump’s nuclear policy agenda, following executive orders signed in May aiming to build 10 new large-scale reactors by 2030 and quadruple US installed nuclear capacity to 400 GW by 2050. “These reactors can meet the demands of America’s growing economy — and the world’s — but they can fulfill their potential only if the federal government does its part to get nuclear energy policy right,” the Working Group on US Nuclear Dominance concluded. “We need to build and operate nuclear reactors in America and export them to the world.” The group consists of senior leaders from the energy, policy, financial, legal, academic, and technical sectors assembled by the nonprofit Energy Innovation Reform Project and the Center for the National Interest. The nuclear buildout, especially large-scale reactor projects, could become a prominent source of breakbulk and project cargo activity if they come to fruition. But getting there will require the US to fill some gaps in its nuclear supply chain. The report recommends a federal review to assess critical supply chain components and bottlenecks, examine tariffs affecting nuclear energy supply chains, and map out US manufacturing timelines. Despite the current wave of momentum, an overwhelming regulatory environment and the challenges of supporting the sector’s growth could prevent the US nuclear industry from ramping up to the levels some may want, Lucas Strom, head of US industrial projects for DHL Global Forwarding, told the Journal of Commerce. “The time and cost it takes to get nuclear projects going usually deters companies from following that path,” Strom said. “With administrations changing every four to eight years, I think it’s going to be a challenge on a broad scale.” <h3>Rapid growth expectations </h3>The drive to scale up the US nuclear sector has already resulted in efforts to reactivate decommissioned nuclear plants, including an 835-MW reactor at Three Mile Island in Pennsylvania to power datacenters for Microsoft and the 800-MW Palisades Nuclear Plant in Michigan. In the last three years, the industry has shifted from shutting down nuclear plants to opening them up, according to Patrick O’Brien, director of government affairs and communications at energy equipment manufacturer Holtec International. “You’ve really seen a shift in how nuclear is valued, both from a public perception but also from an elected official perception,” he said during a Sept. 5 webcast hosted by S&amp;P Global, parent company of the Journal of Commerce. New research from Morgan Stanley indicates that global nuclear capacity could more than double to 860 GW by 2050, the financial services firm said in an Aug. 12 report. That estimate is 53% higher than Morgan Stanley’s initial forecast published last year, when analysts predicted that a “renaissance” was coming for the industry. Morgan Stanley now estimates that investments in the global nuclear sector will reach $2.2 trillion in the next 25 years, up from $1.5 trillion in its previous projection. The US is the world’s largest producer of nuclear power, but China currently has the most nuclear power plants under construction, planned or proposed and is on track to pass up the US as the global leader in nuclear capacity by 2030, according to the Morgan Stanley report. Contact Autumn Cafiero Giusti at <a href="mailto:autumn@autumngiusti.com">autumn@autumngiusti.com</a>.</div>

To achieve global dominance, the US nuclear energy sector will need “committed and sustained federal action” in developing related domestic manufacturing and heavy-lift project supply chains, according to a new report sponsored by a pair of nonprofit public policy and energy reform think tanks. The report outlines a roadmap for US President Donald Trump’s nuclear policy agenda, following executive orders signed in May aiming to build 10 new large-scale reactors by 2030 and quadruple US installed nuclear capacity to 400 GW by 2050. “These reactors can meet the demands of America’s growing economy — and the world’s — but they can fulfill their potential only if the federal government does its part to get nuclear energy policy right,” the Working Group on US Nuclear Dominance concluded. “We need to build and operate nuclear reactors in America and export them to the world.” The group consists of senior leaders from the energy, policy, financial, legal, academic, and technical sectors assembled by the nonprofit Energy Innovation Reform Project and the Center for the National Interest. The nuclear buildout, especially large-scale reactor projects, could become a prominent source of breakbulk and project cargo activity if they come to fruition. But getting there will require the US to fill some gaps in its nuclear supply chain. The report recommends a federal review to assess critical supply chain components and bottlenecks, examine tariffs affecting nuclear energy supply chains, and map out US manufacturing timelines. Despite the current wave of momentum, an overwhelming regulatory environment and the challenges of supporting the sector’s growth could prevent the US nuclear industry from ramping up to the levels some may want, Lucas Strom, head of US industrial projects for DHL Global Forwarding, told the Journal of Commerce. “The time and cost it takes to get nuclear projects going usually deters companies from following that path,” Strom said. “With administrations changing every four to eight years, I think it’s going to be a challenge on a broad scale.” Rapid growth expectations The drive to scale up the US nuclear sector has already resulted in efforts to reactivate decommissioned nuclear plants, including an 835-MW reactor at Three Mile Island in Pennsylvania to power datacenters for Microsoft and the 800-MW Palisades Nuclear Plant in Michigan. In the last three years, the industry has shifted from shutting down nuclear plants to opening them up, according to Patrick O’Brien, director of government affairs and communications at energy equipment manufacturer Holtec International. “You’ve really seen a shift in how nuclear is valued, both from a public perception but also from an elected official perception,” he said during a Sept. 5 webcast hosted by S&P Global, parent company of the Journal of Commerce. New research from Morgan Stanley indicates that global nuclear capacity could more than double to 860 GW by 2050, the financial services firm said in an Aug. 12 report. That estimate is 53% higher than Morgan Stanley’s initial forecast published last year, when analysts predicted that a “renaissance” was coming for the industry. Morgan Stanley now estimates that investments in the global nuclear sector will reach $2.2 trillion in the next 25 years, up from $1.5 trillion in its previous projection. The US is the world’s largest producer of nuclear power, but China currently has the most nuclear power plants under construction, planned or proposed and is on track to pass up the US as the global leader in nuclear capacity by 2030, according to the Morgan Stanley report. Contact Autumn Cafiero Giusti at autumn@autumngiusti.com .

Maritime

Breakbulk News

Breakbulk carriers

Energy projects

Heavy-haul transport

Project cargo

‘Committed’ federal supply chain support key to US nuclear buildout: report

<div class="phx-topic abstract-wrapper">The suspension of the TP9/WC6 service from Xiamen and Busan is the latest effort by carriers to stem declining container spot rates and adjusting capacity to softening demand.</div>

The suspension of the TP9/WC6 service from Xiamen and Busan is the latest effort by carriers to stem declining container spot rates and adjusting capacity to softening demand.

<div class="phx-topic">Clarification: A previous version of this story referred to the TP9/WC6 as a standalone Maersk service. The Gemini Cooperation is suspending a relatively new trans-Pacific service, the latest effort by ocean carriers to adjust capacity to meet falling demand and put a floor on US inbound container spot rates, Gemini partners Maersk and Hapag-Lloyd said Wednesday. The suspension of the T9/WC6 service, which Gemini introduced to take advantage of a tariff-induced volume surge, comes <a href="https://www.joc.com/article/premier-alliance-service-halt-latest-sign-of-trans-pacific-demand-downturn-6076326">after Maersk and Hapag-Lloyd warned customers of three blank sailings next month</a>, reflecting a fast-shifting market. The last sailing of the TP9, which connected Xiamen, Busan and Long Beach, will depart Busan Sept. 23. “This service was introduced over the summer to provide more capacity in those traditional peak-volume months, with a port coverage that duplicates what we have on the standing network,” a Maersk spokesperson told the Journal of Commerce Wednesday. The suspension followed a similar announcement that the Premier Alliance of Ocean Network Express (ONE), HMM and Yang Ming would <a href="https://www.joc.com/article/premier-alliance-service-halt-latest-sign-of-trans-pacific-demand-downturn-6076326">suspend its Pacific South 5 express service</a>. US retailers forecast import volumes will <a href="https://www.joc.com/article/us-retailers-upgrade-import-forecast-but-still-expect-q4-decline-6077875">fall sharply in the fourth quarter</a> and into January, putting pressure on carriers to remove functional capacity. Carriers are also leaning on blank sailings to manage trans-Pacific capacity, blanking about 10% of deployed tonnage to the US West Coast in September and October, according to maritime intelligence provider eeSea. Almost 18% of deployed capacity from Asia to the East and Gulf coasts will be blanked, up from 12.8% in September. Even so, container lines plan to deploy a total of 2.1 million TEUs of capacity from Asia to the US this month after accounting for blank sailings, up from 1.9 million TEUs in September 2024, according to eeSea. The next significant wave of capacity adjustments will come during the first half of October, when carriers will blank at least 18 sailings on Asia–North America routes. Container spot rates, as tracked by various indices, have been declining since early June. Average pricing from Asia to the West Coast reached $2,100 per FEU on Sept. 9, down 66% from $6,040 per FEU in the week of June 6, according to Platts, a sister product of the Journal of Commerce within S&amp;P Global. Contact Bill Mongelluzzo at <a href="mailto:bill.mongelluzzo@spglobal.com">bill.mongelluzzo@spglobal.com</a>. Contact Laura Robb at <a href="mailto:laura.robb@spglobal.com">laura.robb@spglobal.com.</a></div>

Clarification: A previous version of this story referred to the TP9/WC6 as a standalone Maersk service. The Gemini Cooperation is suspending a relatively new trans-Pacific service, the latest effort by ocean carriers to adjust capacity to meet falling demand and put a floor on US inbound container spot rates, Gemini partners Maersk and Hapag-Lloyd said Wednesday. The suspension of the T9/WC6 service, which Gemini introduced to take advantage of a tariff-induced volume surge, comes after Maersk and Hapag-Lloyd warned customers of three blank sailings next month , reflecting a fast-shifting market. The last sailing of the TP9, which connected Xiamen, Busan and Long Beach, will depart Busan Sept. 23. “This service was introduced over the summer to provide more capacity in those traditional peak-volume months, with a port coverage that duplicates what we have on the standing network,” a Maersk spokesperson told the Journal of Commerce Wednesday. The suspension followed a similar announcement that the Premier Alliance of Ocean Network Express (ONE), HMM and Yang Ming would suspend its Pacific South 5 express service . US retailers forecast import volumes will fall sharply in the fourth quarter and into January, putting pressure on carriers to remove functional capacity. Carriers are also leaning on blank sailings to manage trans-Pacific capacity, blanking about 10% of deployed tonnage to the US West Coast in September and October, according to maritime intelligence provider eeSea. Almost 18% of deployed capacity from Asia to the East and Gulf coasts will be blanked, up from 12.8% in September. Even so, container lines plan to deploy a total of 2.1 million TEUs of capacity from Asia to the US this month after accounting for blank sailings, up from 1.9 million TEUs in September 2024, according to eeSea. The next significant wave of capacity adjustments will come during the first half of October, when carriers will blank at least 18 sailings on Asia–North America routes. Container spot rates, as tracked by various indices, have been declining since early June. Average pricing from Asia to the West Coast reached $2,100 per FEU on Sept. 9, down 66% from $6,040 per FEU in the week of June 6, according to Platts, a sister product of the Journal of Commerce within S&P Global. Contact Bill Mongelluzzo at bill.mongelluzzo@spglobal.com . Contact Laura Robb at laura.robb@spglobal.com.

Container Shipping News

Container lines

Trans-Pacific

Gemini suspends seasonal trans-Pacific service

<div class="phx-topic abstract-wrapper">Lean inventory management and low sales ratios could lead to stockouts in early 2026, Armada Corporate Intelligence warns, depending on the strength of consumer demand. </div>

Lean inventory management and low sales ratios could lead to stockouts in early 2026, Armada Corporate Intelligence warns, depending on the strength of consumer demand.

<div class="phx-topic">The US freight downturn is stretching into its fourth year, but inventory restocking may give trucking a boost in early 2026, an analyst told a Journal of Commerce webcast Tuesday. “Inventory-to-sales ratios right now are not as elevated as we would expect, with all the inbound freight that hit us in June and July,” Keith Prather, managing director and partner at Armada Corporate Intelligence, said during the Mid-Year Trucking Outlook webcast. “Only about 7% of the market is overstocked,” compared with June 2019, Prather said. Excepting durable goods, about 28% of the market is overstocked compared with a 10-year average. If consumers continue to spend, “there are stockouts possible in some industries,” he said, leading to inventory replenishment in the first half of 2026. That could mean more freight moving in tractor-trailers.<div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="f7f23f1a-7279-43e9-b9c6-557d1fcfc85b"></dynamic-object></div>Whether consumers will open their wallets wider in the fourth quarter is a big question. Although the US doesn’t appear headed toward a recession, growth is weak, Paul Bingham, director of transportation consulting for S&amp;P Global Market Intelligence, said. Consumer spending “is not going to go into decline like we would see in a recession, but it’s still going to be weak in the second half of the year,” Bingham said during the webcast. Spending on durable goods will drop year over year in 2025, he predicted, “and that’s even accounting for the pull-ahead spending where people were buying automobiles and appliances to get ahead of tariff inflation.” Inventory-to-sales ratios (ISRs) compare the value of a company’s inventory to net sales and provide a measure of how quickly inventory moves off the shelf. The lower the ratio, the greater the supply-chain efficiency, but as ratios drop, the risk of stockouts and lost sales rises, with less inventory on hand. General merchandise stores, including Walmart and Costco, had an ISR of 1.28 in June, the last month for which data are available. That’s 10.5% lower than the 10-year average of 1.43 and 6% below the pre-pandemic June 2019 reading of 1.36. The retail sector as a whole had an ISR of 1.30 in June, down 9.1% from the 10-year average (1.43) and 11% below June 2019 (1.46). Merchant wholesalers, with an ISR of 1.30, were up 0.8% from their 10-year average (1.29) and down 4% from June 2019 (1.35). Manufacturers could be called “overstocked,” Prather said, with a June ISR of 1.57, 16.3% above their 10-year average (1.35) and 9% higher than in June 2019 (1.44). <h3>Matching inventory, demand </h3>Armada’s analysis coincides with reports of importers holding some shipments, drawing down pre-tariff stocks and generally practicing lean inventory management to cope with uncertainty created by high US tariffs. Retailer Kirkland, for example, has said it is “metering and holding” imports as it navigates tariff deadlines and seasonal demand. Other retailers accelerated shipments, as did manufacturers looking to avoid higher input costs. “Shippers did a great job of pulling down inventory” in the first half of 2025, Cory Klujsza, vice president of pricing and procurement strategy at logistics provider RXO, told the Journal of Commerce last month. “(Inventories) were flat going into ‘Liberation Day,’ got pulled down, and now they’ve climbed back up,” Klujsza said, referring to the April 2 introduction of US reciprocal tariffs. But are inventories low enough to cause stockouts and a supply chain reset? That depends on the level of demand. The good news is that the US economy does not appear to be heading into a recession, said Bingham. S&amp;P Global, the parent company of the Journal of Commerce, forecasts US real GDP will expand 1.9% in 2025, down from 2.8% in 2024. “Consumers are still purchasing goods, we still have some business spending and that’s keeping us out of recession,” Bingham said. “But this is a <a href="https://www.joc.com/article/us-truckload-market-mired-in-malaise-as-import-surge-wanes-6075566">weak growth economy</a>.” Contact William B. Cassidy at <a href="mailto://bill.cassidy@spglobal.com">bill.cassidy@spglobal.com</a>. Journal of Commerce Research Analyst Cathy Morrow Roberson contributed to this story.</div>

The US freight downturn is stretching into its fourth year, but inventory restocking may give trucking a boost in early 2026, an analyst told a Journal of Commerce webcast Tuesday. “Inventory-to-sales ratios right now are not as elevated as we would expect, with all the inbound freight that hit us in June and July,” Keith Prather, managing director and partner at Armada Corporate Intelligence, said during the Mid-Year Trucking Outlook webcast. “Only about 7% of the market is overstocked,” compared with June 2019, Prather said. Excepting durable goods, about 28% of the market is overstocked compared with a 10-year average. If consumers continue to spend, “there are stockouts possible in some industries,” he said, leading to inventory replenishment in the first half of 2026. That could mean more freight moving in tractor-trailers. Whether consumers will open their wallets wider in the fourth quarter is a big question. Although the US doesn’t appear headed toward a recession, growth is weak, Paul Bingham, director of transportation consulting for S&P Global Market Intelligence, said. Consumer spending “is not going to go into decline like we would see in a recession, but it’s still going to be weak in the second half of the year,” Bingham said during the webcast. Spending on durable goods will drop year over year in 2025, he predicted, “and that’s even accounting for the pull-ahead spending where people were buying automobiles and appliances to get ahead of tariff inflation.” Inventory-to-sales ratios (ISRs) compare the value of a company’s inventory to net sales and provide a measure of how quickly inventory moves off the shelf. The lower the ratio, the greater the supply-chain efficiency, but as ratios drop, the risk of stockouts and lost sales rises, with less inventory on hand. General merchandise stores, including Walmart and Costco, had an ISR of 1.28 in June, the last month for which data are available. That’s 10.5% lower than the 10-year average of 1.43 and 6% below the pre-pandemic June 2019 reading of 1.36. The retail sector as a whole had an ISR of 1.30 in June, down 9.1% from the 10-year average (1.43) and 11% below June 2019 (1.46). Merchant wholesalers, with an ISR of 1.30, were up 0.8% from their 10-year average (1.29) and down 4% from June 2019 (1.35). Manufacturers could be called “overstocked,” Prather said, with a June ISR of 1.57, 16.3% above their 10-year average (1.35) and 9% higher than in June 2019 (1.44). Matching inventory, demand Armada’s analysis coincides with reports of importers holding some shipments, drawing down pre-tariff stocks and generally practicing lean inventory management to cope with uncertainty created by high US tariffs. Retailer Kirkland, for example, has said it is “metering and holding” imports as it navigates tariff deadlines and seasonal demand. Other retailers accelerated shipments, as did manufacturers looking to avoid higher input costs. “Shippers did a great job of pulling down inventory” in the first half of 2025, Cory Klujsza, vice president of pricing and procurement strategy at logistics provider RXO, told the Journal of Commerce last month. “(Inventories) were flat going into ‘Liberation Day,’ got pulled down, and now they’ve climbed back up,” Klujsza said, referring to the April 2 introduction of US reciprocal tariffs. But are inventories low enough to cause stockouts and a supply chain reset? That depends on the level of demand. The good news is that the US economy does not appear to be heading into a recession, said Bingham. S&P Global, the parent company of the Journal of Commerce, forecasts US real GDP will expand 1.9% in 2025, down from 2.8% in 2024. “Consumers are still purchasing goods, we still have some business spending and that’s keeping us out of recession,” Bingham said. “But this is a weak growth economy .” Contact William B. Cassidy at bill.cassidy@spglobal.com . Journal of Commerce Research Analyst Cathy Morrow Roberson contributed to this story.

Trucking News

Truckload

Surface

No recession, but a restocking ‘reset’ seen possible for US trucking

<div class="phx-topic abstract-wrapper">The carrier said that network adjustments that began in April will allow it to eliminate the impact of new US port fees for ships built in China on its shipper customers while maintaining US port coverage.</div>

The carrier said that network adjustments that began in April will allow it to eliminate the impact of new US port fees for ships built in China on its shipper customers while maintaining US port coverage.

<div class="phx-topic">CMA CGM does not plan to charge shippers for the port fees it may face next month for using Chinese-built container ships in service on US trades, nor will it reduce US port coverage on those routes. The container carrier said Wednesday that it has made “fleet and operational adjustments” ahead of the Oct. 14 start date for <a href="https://www.joc.com/article/scaled-back-ustr-port-tariff-to-hit-chinese-carriers-hardest-5987549">the US Trade Representative’s (USTR) new fees on Chinese-built and -operated ships calling US ports</a>. As such, CMA CGM “is not considering implementation of a surcharge on cargo shipped to or from the US at this time,” the company said. The fees, which could amount to <a href="https://www.joc.com/article/us-port-tax-would-scramble-ocean-services-raise-shipper-costs-drewry-5952046">anywhere from $1 million to $3 million for the first US port call</a> and will escalate through 2028, resulted from federal investigations into Chinese dominance of the maritime industry that <a href="https://www.joc.com/article/us-port-tax-would-scramble-ocean-services-raise-shipper-costs-drewry-5952046">spanned the administrations of presidents Joe Biden and Donald Trump</a>. “During the 180-day grace period following the April 17 USTR announcement, CMA CGM has taken the necessary steps to implement a robust and adaptive contingency plan,” the carrier said. “We currently expect to both maintain our service coverage to all scheduled US ports and minimize any impacts of the upcoming USTR fees.” Over the last six months, 141 different ships operated by CMA CGM called US ports, 22 of which were built in China, according to data from Sea-Web, a sister company of the Journal of Commerce within S&amp;P Global. While some of those ships appear to be extra-loaders or making ad-hoc calls, a few ships that regularly called US ports appear to have been redeployed to serve non-US ports. In particular, CMA CGM removed larger post-Panamax ships that would be subject to higher fees due to their capacity. For example, the CMA CGM Hermes, a 15,000-TEU ship built in Shanghai, has made 44 calls to the US over the last five years, but its last arrival at a US port was on March 31, according to Sea-Web. Since then, the ship has operated on CMA CGM’s Phoenician Express service between Asia and the Middle East. Sister ship CMA CGM Osiris, which last called Oakland in April, is likewise now serving the Middle East. The 15,000-TEU CMA CGM Zephyr, which made 33 port calls to the US over the last five years, is now dispatched to the carrier’s West Africa Express service. <h3>New orders skew toward China </h3>CMA CGM’s active global container fleet has slightly more tonnage built in South Korea, while its order book of new ships has more capacity slated for construction at shipyards in China. According to Sea-Web, CMA CGM currently operates 274 container ships built in South Korea with a combined capacity of 2.18 million TEUs, 253 vessels (1.4 million TEUs) from yards in mainland China, and 125 ships built in Japan, Taiwan or Europe. The carrier has an additional 59 ships on order from China and 29 from South Korea. That sourcing diversification should allow CMA CGM to mitigate the new fees, CFO Ramon Fernandez said during <a href="https://www.joc.com/article/cma-cgms-q2-earnings-slide-as-geopolitics-tariffs-hit-shipping-business-6052414">a July interview with the Journal of Commerce</a>, adding that the carrier wants to <a href="https://www.joc.com/article/cma-cgm-to-invest-20-billion-in-us-shipping-ports-and-logistics-5957748">support the Trump administration’s bid to restore the US shipbuilding industry</a>. “Part of our fleet is being built in in China, part of our fleet is being built in Korea, and so we will be able to manage whatever kind of regulation imposed on us,” Fernandez said. “We are also planning and working on building some vessels in the US, and we are currently discussing with different stakeholders in order to make sure that we can have competitive prices when we consider building ships in the US.” Contact Michael Angell at <a href="mailto: michael.angell@spglobal.com">michael.angell@spglobal.com</a>.Senior Editor Greg Knowler contributed to this article. </div>

CMA CGM does not plan to charge shippers for the port fees it may face next month for using Chinese-built container ships in service on US trades, nor will it reduce US port coverage on those routes. The container carrier said Wednesday that it has made “fleet and operational adjustments” ahead of the Oct. 14 start date for the US Trade Representative’s (USTR) new fees on Chinese-built and -operated ships calling US ports . As such, CMA CGM “is not considering implementation of a surcharge on cargo shipped to or from the US at this time,” the company said. The fees, which could amount to anywhere from $1 million to $3 million for the first US port call and will escalate through 2028, resulted from federal investigations into Chinese dominance of the maritime industry that spanned the administrations of presidents Joe Biden and Donald Trump . “During the 180-day grace period following the April 17 USTR announcement, CMA CGM has taken the necessary steps to implement a robust and adaptive contingency plan,” the carrier said. “We currently expect to both maintain our service coverage to all scheduled US ports and minimize any impacts of the upcoming USTR fees.” Over the last six months, 141 different ships operated by CMA CGM called US ports, 22 of which were built in China, according to data from Sea-Web, a sister company of the Journal of Commerce within S&P Global. While some of those ships appear to be extra-loaders or making ad-hoc calls, a few ships that regularly called US ports appear to have been redeployed to serve non-US ports. In particular, CMA CGM removed larger post-Panamax ships that would be subject to higher fees due to their capacity. For example, the CMA CGM Hermes, a 15,000-TEU ship built in Shanghai, has made 44 calls to the US over the last five years, but its last arrival at a US port was on March 31, according to Sea-Web. Since then, the ship has operated on CMA CGM’s Phoenician Express service between Asia and the Middle East. Sister ship CMA CGM Osiris, which last called Oakland in April, is likewise now serving the Middle East. The 15,000-TEU CMA CGM Zephyr, which made 33 port calls to the US over the last five years, is now dispatched to the carrier’s West Africa Express service. New orders skew toward China CMA CGM’s active global container fleet has slightly more tonnage built in South Korea, while its order book of new ships has more capacity slated for construction at shipyards in China. According to Sea-Web, CMA CGM currently operates 274 container ships built in South Korea with a combined capacity of 2.18 million TEUs, 253 vessels (1.4 million TEUs) from yards in mainland China, and 125 ships built in Japan, Taiwan or Europe. The carrier has an additional 59 ships on order from China and 29 from South Korea. That sourcing diversification should allow CMA CGM to mitigate the new fees, CFO Ramon Fernandez said during a July interview with the Journal of Commerce, adding that the carrier wants to support the Trump administration’s bid to restore the US shipbuilding industry . “Part of our fleet is being built in in China, part of our fleet is being built in Korea, and so we will be able to manage whatever kind of regulation imposed on us,” Fernandez said. “We are also planning and working on building some vessels in the US, and we are currently discussing with different stakeholders in order to make sure that we can have competitive prices when we consider building ships in the US.” Contact Michael Angell at michael.angell@spglobal.com . Senior Editor Greg Knowler contributed to this article.

North American ports

CMA CGM reroutes China-built ships to avoid US port fees

<div class="phx-topic abstract-wrapper">The World Shipping Council’s fight to have the FMC revise a key aspect of OSRA-22 hinges on how far the agency’s regulatory power extends into freight rates. </div>

The World Shipping Council’s fight to have the FMC revise a key aspect of OSRA-22 hinges on how far the agency’s regulatory power extends into freight rates.

<div class="phx-topic">A federal appeals court on Tuesday began weighing whether maritime regulators should consider high freight rates as evidence of ocean carriers unfairly refusing to serve cargo owners, in a test of how far regulators can go to protect US exporters. Yesterday, the D.C. Circuit Court of Appeals heard arguments from the World Shipping Council in its challenge of the Federal Maritime Commission’s (FMC) <a href="https://www.joc.com/article/ocean-carriers-face-new-fmc-rules-on-dealing-with-us-exporters-5703241">July 2024 rulemaking on the “unreasonable refusal to deal” provision</a> of the Ocean Shipping Reform Act of 2022 (OSRA-22). Congress included the provision to protect <a href="https://www.joc.com/article/us-regulators-warn-container-lines-on-obligation-to-serve-exporters-5251170">US agriculture shippers who faced record-high freight rates and limited container space during COVID-19</a>. To enforce the provision, the FMC’s rulemaking said that an ocean carrier “quoting rates that are so far above current market rates” could be considered evidence for unfairly refusing vessel space to a shipper, allowing them to bring a complaint to the agency. However, Robert McGovern, an attorney for the World Shipping Council, which filed suit last September to have the FMC revise the rule, told the three-judge panel that the FMC overstepped its authority in that rule because Congress ended the FMC’s regulatory oversight of freight rates in 1984. Thus, that year, the agency began allowing carriers and cargo owners to enter private service contracts, instead of all freight moving under publicly filed tariffs. “There’s no scenario where a regulator that does not have statutory ratemaking authority can then turn around and tell regulated entities their rates are too high,” McGovern said. Under the rule, a shipper could leverage a complaint against an ocean carrier to negotiate a freight rate downward until the FMC determines a fair freight rate, McGovern said. “If that’s not rate setting, I don’t know what is,” he added. <h3>Rates only one factor: FMC </h3>The FMC, however, is only looking at rates as one factor in whether a carrier is refusing to deal with a shipper, not whether the rates themselves are too high, the agency’s attorney Harry Summers argued. Even though US ag shippers wanted to container space, ocean carriers used high rates to effectively turn away that business, he added. “Congress wanted the commission to strengthen this rule to avoid that,” Summers said. “It would be an easy way to achieve the same result of refusing to deal at all if they quote a rate that is absurdly high.” Other parts of US shipping law give the FMC oversight of rates and whether shippers are being charged nondiscriminatory rates, Summers said. The 2024 rulemaking is inline with those other aspects of shipping law, he said, adding that the agency employs economists and industry experts to determine what market rates are for ocean shipping. “Rates and charges are specifically provided for as something that the agency should look at,” Summers said. “Even though the commission can no longer set rates, it can evaluate rates to enforce other parts of the shipping act.” Contact Michael Angell at <a href="mailto: michael.angell@spglobal.com">michael.angell@spglobal.com</a> </div>

A federal appeals court on Tuesday began weighing whether maritime regulators should consider high freight rates as evidence of ocean carriers unfairly refusing to serve cargo owners, in a test of how far regulators can go to protect US exporters. Yesterday, the D.C. Circuit Court of Appeals heard arguments from the World Shipping Council in its challenge of the Federal Maritime Commission’s (FMC) July 2024 rulemaking on the “unreasonable refusal to deal” provision of the Ocean Shipping Reform Act of 2022 (OSRA-22). Congress included the provision to protect US agriculture shippers who faced record-high freight rates and limited container space during COVID-19 . To enforce the provision, the FMC’s rulemaking said that an ocean carrier “quoting rates that are so far above current market rates” could be considered evidence for unfairly refusing vessel space to a shipper, allowing them to bring a complaint to the agency. However, Robert McGovern, an attorney for the World Shipping Council, which filed suit last September to have the FMC revise the rule, told the three-judge panel that the FMC overstepped its authority in that rule because Congress ended the FMC’s regulatory oversight of freight rates in 1984. Thus, that year, the agency began allowing carriers and cargo owners to enter private service contracts, instead of all freight moving under publicly filed tariffs. “There’s no scenario where a regulator that does not have statutory ratemaking authority can then turn around and tell regulated entities their rates are too high,” McGovern said. Under the rule, a shipper could leverage a complaint against an ocean carrier to negotiate a freight rate downward until the FMC determines a fair freight rate, McGovern said. “If that’s not rate setting, I don’t know what is,” he added. Rates only one factor: FMC The FMC, however, is only looking at rates as one factor in whether a carrier is refusing to deal with a shipper, not whether the rates themselves are too high, the agency’s attorney Harry Summers argued. Even though US ag shippers wanted to container space, ocean carriers used high rates to effectively turn away that business, he added. “Congress wanted the commission to strengthen this rule to avoid that,” Summers said. “It would be an easy way to achieve the same result of refusing to deal at all if they quote a rate that is absurdly high.” Other parts of US shipping law give the FMC oversight of rates and whether shippers are being charged nondiscriminatory rates, Summers said. The 2024 rulemaking is inline with those other aspects of shipping law, he said, adding that the agency employs economists and industry experts to determine what market rates are for ocean shipping. “Rates and charges are specifically provided for as something that the agency should look at,” Summers said. “Even though the commission can no longer set rates, it can evaluate rates to enforce other parts of the shipping act.” Contact Michael Angell at michael.angell@spglobal.com

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In today’s competitive logistical landscape, efficiency is an absolute necessity for smooth operations. Yet, in the barge sector, many operators still rely on fragmented systems, delayed updates, and manual tracking methods that slow decision-making and increase operational risk. OpenTug’s new eBook, How Enhanced Visibility Transforms Barge Operations, reveals how unified, real-time data can become your competitive advantage leading to improved voyage management and more actionable insights. Drawing on industry best practices and real-world examples, it explores how operational transparency empowers teams to: ●	Reduce delays with accurate ETAs and proactive scheduling decisions ●	Improve asset utilization by identifying underused equipment and optimizing cargos ●	Strengthen safety and compliance through consistent, accessible documentation and reporting ●	Boost customer satisfaction with transparent status updates and faster response time You’ll learn how visibility can connect every part of your operation into a single, actionable view. The ability to see and act on real-time information transforms the way you plan, execute, and deliver. From managing a small regional fleet to running a large, national operation, this eBook will help you understand the measurable benefits of enhanced visibility and how technology like BargeOS is transforming the way barge logistics is managed. Get your copy today and see how clear insights lead to stronger performance, smarter decisions, and more profitable operations. <a href="https://9315820.fs1.hubspotusercontent-na1.net/hubfs/9315820/eBook/Nav-theFuture-AJW-08.19.25.pdf" rel="noreferrer" class="joc_admin__link">Click here</a><span class="joc_admin__inline-image joc_admin__inline-image-aspect-ratio-16_9 joc_admin__inline-image-position-left joc_admin__inline-image-size-small" data-figure-size="small" data-figure-position="left" data-figure-aspect-ratio="16:9"><img src="/content-assets/1756152344211_Opentug%20logo.png" alt="" class="joc_admin__inline-image-inherit">

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Transform Barge Operations with Total Visibility

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

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

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Shippers save money, time with automated transportation bidding tools

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

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Filling the Supply Chain Education Gap with LTL Education Courses

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