<div class="phx-topic abstract-wrapper">While container spot rates aren’t favorable for vehicle shipments now, Emanuele Grimaldi said the size of the container ship orderbook could easily pull rates down as networks adjust to Red Sea disruptions.</div>

While container spot rates aren’t favorable for vehicle shipments now, Emanuele Grimaldi said the size of the container ship orderbook could easily pull rates down as networks adjust to Red Sea disruptions.

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<div>DUBAI — The joint managing director of the Grimaldi Group says it’s no longer feasible for the vehicle carrier to move cargo into containers due to roll-on/roll-off (ro/ro) capacity restraints now that Red Sea disruptions have sent Asia-Europe spot rates surging. The loss of the capacity lever for ro/ro carriers compounds the challenge for vehicle carriers as much of the ro/ro fleet is being diverted from the Red Sea to sail around southern Africa to avoid Houthi militant attacks. The Houthis seized the ro/ro carrier Galaxy Leader in mid-November, and several other vehicle transporters have been threatened with missile strikes....

DUBAI — The joint managing director of the Grimaldi Group says it’s no longer feasible for the vehicle carrier to move cargo into containers due to roll-on/roll-off (ro/ro) capacity restraints now that Red Sea disruptions have sent Asia-Europe spot rates surging. The loss of the capacity lever for ro/ro carriers compounds the challenge for vehicle carriers as much of the ro/ro fleet is being diverted from the Red Sea to sail around southern Africa to avoid Houthi militant attacks. The Houthis seized the ro/ro carrier Galaxy Leader in mid-November, and several other vehicle transporters have been threatened with missile strikes. “Three of my ships transited [the Suez Canal] in the last two weeks, under escort from the Italian navy,” Emanuele Grimaldi told the Journal of Commerce Wednesday on the sidelines of the ShipTek 2024 conference. “Some chartered vessels have decided they didn’t want to take the Red Sea route, probably because their navies are not stationed [there].” Grimaldi blasted what he called a lack of global leadership to restore security in the Red Sea. “This is a huge risk, and we have to remember that peace is a prerequisite for world prosperity,” he said. Order book considerations While container spot rates aren’t favorable for vehicle shipment now, Grimaldi said the size of the container ship order book could easily pull rates down as networks adjust to Red Sea disruptions. The share of container capacity on order versus capacity on the water was 26% as of December, according to S&P Global. In 2022, the share of ordered capacity to existing capacity hit a 12-year high of 27%. Last year, the global car carrier fleet totaled about 760 ships, with 77 vessels on order. Of those, about 70 were due for delivery in 2024, British shipbroking house Clarksons said in a report in late September . “If rates remain very low, it is possible that we will want to ship cars in containers,” Grimaldi said. Ro/ro carriers have newbuilding vessels on order equal to about 30% of the present fleet, with vessel deliveries scheduled to begin in 2024, but they’ll primarily offset retired tonnage rather than expand fleet capacity, according to the Clarksons report. Grimaldi said the order book of the group’s key North Europe and Mediterranean unit stands at 23 vessels. “All have an improvement of at least 50% in emissions because they can do much better than their predecessor vessels,” he said. “Some of these vessels will also be ammonia-ready.” Contact Peter Shaw-Smith at petershawsmith@gmail.com .

Ro/ro cargo

Maritime

Red Sea disruption ends container capacity relief for ro/ro carriers: Grimaldi

<div class="phx-topic abstract-wrapper">Quebec-based investment manager La Caisse earlier this week said it would put its future investments with DP World on hold until the company addressed Sultan Ahmed Bin Sulayem’s relationship with Jeffrey Epstein.</div>

Quebec-based investment manager La Caisse earlier this week said it would put its future investments with DP World on hold until the company addressed Sultan Ahmed Bin Sulayem’s relationship with Jeffrey Epstein.

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<div class="phx-topic">The Canadian pension fund that partners with DP World on port projects around the globe said Friday it welcomed the company’s move to sever ties with Chairman and Chief Executive Sultan Ahmed Bin Sulayem following revelations about his ties to convicted sex offender Jeffrey Epstein. Quebec-based investment manager La Caisse <a href="https://www.joc.com/article/dp-worlds-financial-partner-hits-pause-over-ceos-ties-to-epstein-6168005">earlier this week</a> announced it would put its future investments with DP World on hold until the company addressed Sulayem’s relationship with Epstein, which came to light when US Congressional representatives released millions of additional pages of the so-called Epstein files. La Caisse, which manages C$496 billion in assets, said in a statement to the Journal of Commerce it supported DP World’s action against Sulayem and hopes to finance other DP World projects. Although La Caisse has not made a firm commitment to it, DP World is slated to develop Quebec’s Contrecoeur terminal. “The company took the appropriate measures,” La Caisse said. “We will move quickly to work with DP World’s new leadership to continue our partnership on port projects around the world.” Dubai-based DP World said Friday that effective immediately, its CFO Yuvraj Narayan will also take over as CEO, while Essa Kazim, governor of the country’s International Financial Center and chairman of its stock exchange, will take over the chairman’s role. Officially, DP World said Sulayem “resigned” from the company. He had served as chairman and CEO since 2016. Contact Michael Angell at <a href="mailto:michael.angell@spglobal.com">michael.angell@spglobal.com</a>.</div>

The Canadian pension fund that partners with DP World on port projects around the globe said Friday it welcomed the company’s move to sever ties with Chairman and Chief Executive Sultan Ahmed Bin Sulayem following revelations about his ties to convicted sex offender Jeffrey Epstein. Quebec-based investment manager La Caisse earlier this week announced it would put its future investments with DP World on hold until the company addressed Sulayem’s relationship with Epstein, which came to light when US Congressional representatives released millions of additional pages of the so-called Epstein files. La Caisse, which manages C$496 billion in assets, said in a statement to the Journal of Commerce it supported DP World’s action against Sulayem and hopes to finance other DP World projects. Although La Caisse has not made a firm commitment to it, DP World is slated to develop Quebec’s Contrecoeur terminal. “The company took the appropriate measures,” La Caisse said. “We will move quickly to work with DP World’s new leadership to continue our partnership on port projects around the world.” Dubai-based DP World said Friday that effective immediately, its CFO Yuvraj Narayan will also take over as CEO, while Essa Kazim, governor of the country’s International Financial Center and chairman of its stock exchange, will take over the chairman’s role. Officially, DP World said Sulayem “resigned” from the company. He had served as chairman and CEO since 2016. Contact Michael Angell at michael.angell@spglobal.com .

Port News

Port infrastructure

North American ports

Marine terminals

Departure of DP World CEO welcomed by Canadian ports partner

<div class="phx-topic abstract-wrapper">The investment will strengthen the Gemini hub’s position and increase capacity at the joint venture terminal by more than 30% to 4 million TEUs. </div>

The investment will strengthen the Gemini hub’s position and increase capacity at the joint venture terminal by more than 30% to 4 million TEUs.

<div class="phx-topic">APM Terminals and Eurogate said Friday they will invest €1 billion ($1.2 billion) in the modernization of the jointly-controlled North Sea Terminal Bremerhaven in Germany, a strategic hub of partners Maersk and Hapag-Lloyd in the Gemini Cooperation network. The investment will increase the capacity of the terminal, a 50/50 joint venture between APMT and Eurogate, from its current 3 million TEUs to 4 million TEUs. The upgrade will also transform Bremerhaven into an automated, zero-emission terminal, APMT owner Maersk said in a statement. “Bremerhaven has unique potential to grow as a strategic hub in the region and to support cargo flows into Germany as well as our ocean network,” Maersk CEO Vincent Clerc said. “Our investments are intended to realize the full potential of the terminal, making [North Sea Terminal Bremerhaven] one of the most competitive terminals in Europe’s North Range,” he added. “We aim to future-proof the terminal over the long term, while strengthening the reliability and resilience of supply chains for the German economy.” No timeline was given for the completion of the modernization project. With the electrification of equipment and use of renewable electricity, the terminal is intended to operate with zero greenhouse gas emissions, the first of its kind in Germany. The planned upgrades remain subject to approval from German regulators. <h3>Long-term strategic importance of Bremerhaven </h3>Michael Blach, chairman of the management board at Eurogate, said the huge investment illustrated the conviction of both partners that Bremerhaven would hold a long-term position in global maritime trade. “With Maersk’s announced investments in the port’s superstructure, and the state and federal government’s investments in the port infrastructure, Bremerhaven will be well-positioned for the future and its importance in the North Range will be strengthened,” Blach said in the statement. “Now it is up to the federal government to press ahead with the deepening of the Outer Weser and implement it quickly,” he added. The planning process for the deepening of the Outer Weser River is currently underway within the local government. The project is viewed as essential and will increase the depth of the Outer Weser to 13.5 meters, allowing larger and fully laden ships to reach Bremerhaven without tidal restrictions. Bremerhaven is one of the Northern Europe hubs in Gemini’s hub-and-spoke network that calls at ports where Maersk and partner Hapag-Lloyd have operational control of terminals. Contact Greg Knowler at <a href="mailto:greg.knowler@spglobal.com">greg.knowler@spglobal.com</a>. </div>

APM Terminals and Eurogate said Friday they will invest €1 billion ($1.2 billion) in the modernization of the jointly-controlled North Sea Terminal Bremerhaven in Germany, a strategic hub of partners Maersk and Hapag-Lloyd in the Gemini Cooperation network. The investment will increase the capacity of the terminal, a 50/50 joint venture between APMT and Eurogate, from its current 3 million TEUs to 4 million TEUs. The upgrade will also transform Bremerhaven into an automated, zero-emission terminal, APMT owner Maersk said in a statement. “Bremerhaven has unique potential to grow as a strategic hub in the region and to support cargo flows into Germany as well as our ocean network,” Maersk CEO Vincent Clerc said. “Our investments are intended to realize the full potential of the terminal, making [North Sea Terminal Bremerhaven] one of the most competitive terminals in Europe’s North Range,” he added. “We aim to future-proof the terminal over the long term, while strengthening the reliability and resilience of supply chains for the German economy.” No timeline was given for the completion of the modernization project. With the electrification of equipment and use of renewable electricity, the terminal is intended to operate with zero greenhouse gas emissions, the first of its kind in Germany. The planned upgrades remain subject to approval from German regulators. Long-term strategic importance of Bremerhaven Michael Blach, chairman of the management board at Eurogate, said the huge investment illustrated the conviction of both partners that Bremerhaven would hold a long-term position in global maritime trade. “With Maersk’s announced investments in the port’s superstructure, and the state and federal government’s investments in the port infrastructure, Bremerhaven will be well-positioned for the future and its importance in the North Range will be strengthened,” Blach said in the statement. “Now it is up to the federal government to press ahead with the deepening of the Outer Weser and implement it quickly,” he added. The planning process for the deepening of the Outer Weser River is currently underway within the local government. The project is viewed as essential and will increase the depth of the Outer Weser to 13.5 meters, allowing larger and fully laden ships to reach Bremerhaven without tidal restrictions. Bremerhaven is one of the Northern Europe hubs in Gemini’s hub-and-spoke network that calls at ports where Maersk and partner Hapag-Lloyd have operational control of terminals. Contact Greg Knowler at greg.knowler@spglobal.com .

International ports

Maersk, Eurogate plan $1.2 billion terminal upgrade at Bremerhaven

<div class="phx-topic abstract-wrapper">Canceled renewable energy projects in the US totaled $35 billion in 2025 as more project funds left the country than came in amid the federal government’s shifting policies to prioritize fossil fuels. </div>

Canceled renewable energy projects in the US totaled $35 billion in 2025 as more project funds left the country than came in amid the federal government’s shifting policies to prioritize fossil fuels.

<div class="phx-topic">Demand for renewable energy project cargo in the US — including components linked to electric vehicle (EV), battery/storage, hydrogen and wind developments — could be setting up for a fall as project losses have begun to far outpace gains. Companies canceled nearly $35 billion in US renewable energy projects in 2025, and for the first time in three years, there were more project investments leaving the US than coming in, according to a report published earlier this month by Washington, DC-based environmental policy research group E2. That comes as the Trump administration has initiated sweeping changes to the US energy landscape, shifting policies and funding to prioritize fossil fuels while downgrading support and resources for renewable energy projects. “Companies abandoned, closed or downsized nearly three dollars in clean energy investment for every one dollar announced, reversing the net flow of capital that had defined the post-2022 clean energy expansion,” the E2 report read, referencing $12.3 billion in new project announcements in 2025. Manufacturing facilities accounted for nearly all of the year’s losses, with $30.2 billion in abandoned projects. The bulk of the year’s cancellations came from EV and battery/storage projects, with over $21 billion lost in each segment. Figures in the analysis do not match the overall totals, as some projects are categorized into multiple sectors. Felix Schoeller, chief commercial officer for multipurpose vessel (MPV) operator AAL Shipping, told the Journal of Commerce that there’s been a noticeable shift in renewable energy project cargo activity for the US. AAL is a global transporter of components for wind energy projects, which have experienced widespread downsizing across offshore and onshore developments in the US and accounted for $1.3 billion in project losses in 2025, according to the E2 analysis. “The US government is placing greater emphasis on carbon-based power generation investments and broader oil and gas project developments rather than wind energy,” Scholler said, citing the delay and cancellation of a number of offshore wind projects, including some that were previously approved. “As a result, AAL has observed a significant reduction in wind cargo volumes in North America and an elevated demand for components for large-scale infrastructure and oil and gas projects.” Scholler cited AAL’s recent transport of over 2,500 battery energy storage system (BESS) units to the US from China in response to a surge in demand for high-capacity BESS components. BESS configurations are widely used as onsite power sources for oil and gas facilities. The Trump administration last year cut nearly $8 billion in funding for clean energy projects, issued directives aimed at deregulation and expanded leasing access for fossil fuels, and permanently reinstated a 100% tax write-off for qualifying oil and gas assets. <h3>Projects could shift overseas </h3>Some of the US renewable energy sector’s most consequential cancellations — and one of the largest withdrawal periods on record — came in December, when eight projects totaling $5.1 billion were put on the chopping block, according to the E2 analysis. South Korean manufacturer SK On scrapped a $2.8 billion EV/battery storage project in Tennessee, while Ford called off a $1.5 billion EV manufacturing plant in Ohio as the automaker continues to scale back and restructure its EV facilities. December’s project losses were over 20 times as much as the month’s gains, which totaled $238 million for six new manufacturing projects. Announcements included a $170 million battery project for Desert Mountain Energy in New Mexico, a $26.7 million Toyo Solar facility in Texas and a Ford/Contemporary Amperex Technology (CATL) battery project for an unspecified dollar amount in Kentucky. US project reversals could usher in an eventual reallocation of clean energy projects and their subsequent cargo demands to other parts of the world. “Investment that does not move forward in the United States does not disappear — it is increasingly redirected to foreign markets and US competitors offering more predictable environments, clearer incentives and greater long-term certainty,” the E2 report stated. Contact Autumn Cafiero Giusti at <a href="mailto:autumn@autumngiusti.com">autumn@autumngiusti.com</a>. </div>

Demand for renewable energy project cargo in the US — including components linked to electric vehicle (EV), battery/storage, hydrogen and wind developments — could be setting up for a fall as project losses have begun to far outpace gains. Companies canceled nearly $35 billion in US renewable energy projects in 2025, and for the first time in three years, there were more project investments leaving the US than coming in, according to a report published earlier this month by Washington, DC-based environmental policy research group E2. That comes as the Trump administration has initiated sweeping changes to the US energy landscape, shifting policies and funding to prioritize fossil fuels while downgrading support and resources for renewable energy projects. “Companies abandoned, closed or downsized nearly three dollars in clean energy investment for every one dollar announced, reversing the net flow of capital that had defined the post-2022 clean energy expansion,” the E2 report read, referencing $12.3 billion in new project announcements in 2025. Manufacturing facilities accounted for nearly all of the year’s losses, with $30.2 billion in abandoned projects. The bulk of the year’s cancellations came from EV and battery/storage projects, with over $21 billion lost in each segment. Figures in the analysis do not match the overall totals, as some projects are categorized into multiple sectors. Felix Schoeller, chief commercial officer for multipurpose vessel (MPV) operator AAL Shipping, told the Journal of Commerce that there’s been a noticeable shift in renewable energy project cargo activity for the US. AAL is a global transporter of components for wind energy projects, which have experienced widespread downsizing across offshore and onshore developments in the US and accounted for $1.3 billion in project losses in 2025, according to the E2 analysis. “The US government is placing greater emphasis on carbon-based power generation investments and broader oil and gas project developments rather than wind energy,” Scholler said, citing the delay and cancellation of a number of offshore wind projects, including some that were previously approved. “As a result, AAL has observed a significant reduction in wind cargo volumes in North America and an elevated demand for components for large-scale infrastructure and oil and gas projects.” Scholler cited AAL’s recent transport of over 2,500 battery energy storage system (BESS) units to the US from China in response to a surge in demand for high-capacity BESS components. BESS configurations are widely used as onsite power sources for oil and gas facilities. The Trump administration last year cut nearly $8 billion in funding for clean energy projects, issued directives aimed at deregulation and expanded leasing access for fossil fuels, and permanently reinstated a 100% tax write-off for qualifying oil and gas assets. Projects could shift overseas Some of the US renewable energy sector’s most consequential cancellations — and one of the largest withdrawal periods on record — came in December, when eight projects totaling $5.1 billion were put on the chopping block, according to the E2 analysis. South Korean manufacturer SK On scrapped a $2.8 billion EV/battery storage project in Tennessee, while Ford called off a $1.5 billion EV manufacturing plant in Ohio as the automaker continues to scale back and restructure its EV facilities. December’s project losses were over 20 times as much as the month’s gains, which totaled $238 million for six new manufacturing projects. Announcements included a $170 million battery project for Desert Mountain Energy in New Mexico, a $26.7 million Toyo Solar facility in Texas and a Ford/Contemporary Amperex Technology (CATL) battery project for an unspecified dollar amount in Kentucky. US project reversals could usher in an eventual reallocation of clean energy projects and their subsequent cargo demands to other parts of the world. “Investment that does not move forward in the United States does not disappear — it is increasingly redirected to foreign markets and US competitors offering more predictable environments, clearer incentives and greater long-term certainty,” the E2 report stated. Contact Autumn Cafiero Giusti at autumn@autumngiusti.com .

Breakbulk carriers

Energy projects

Heavy-haul transport

Project cargo

Breakbulk News

Reversal in US clean energy investment signals shift in project cargo momentum

<div class="phx-topic abstract-wrapper">Shippers would be wise to offload the pain of building AI proficiency to their logistics providers until the benefits become clearer.</div>

Shippers would be wise to offload the pain of building AI proficiency to their logistics providers until the benefits become clearer.

<div class="phx-topic">While the world braces itself for the true impacts of artificial intelligence (AI), shippers and logistics services providers (LSPs) face a decision on whether to jump in with both feet or wait watchfully from the sidelines. Key to that decision, though, is the reality that it takes less time than ever to build software, which shrinks the disadvantage that a company has playing catching up. <div class="wrapper-narrow float-right-element"><img src="/images/phoenix/6169078_0.1.jpg"></img></div>“Time is compressing,” a software vendor to the freight brokerage industry told the Journal of Commerce at the Manifest supply chain technology conference in Las Vegas this week. “The development cycles are shortening.” A shipper at the conference wondered whether it needed to be on the bleeding edge of adopting AI in its organization, or whether it could hang back. Practically speaking, the speed of development in the technology world means that shippers, in particular, won’t necessarily face a penalty for feeling overwhelmed when it comes to how and where to adopt AI. They can also, in the meantime, shift some of that AI burden onto their service providers. That’s because LSPs face a different mandate than shippers. The main priorities of LSPs are to work with capacity providers and serve shippers. Any technology investment must touch one of those areas. So there is a clearer imperative for intermediaries to invest in AI because there are fewer priorities to juggle. Shippers, meanwhile, juggle an array of needs inside and outside of logistics and transportation. Other needs in the company may trump the need to build or buy AI capability tied to freight transportation or global trade. Additionally, the pace of change within AI technology circles disincentivizes the ultimate user of the technology from diving headlong into commitments that might be obsolete in months. Take for instance recent developments around coding developments from OpenAI and Anthropic that seem to be rapidly advancing how quickly products can be built. What advantage would a shipper have to be on the bleeding edge right now, when the location of that bleeding edge changes almost weekly? <h3>Playing catch-up faster </h3>The pace of being able to catch up also matters. With software and product development speeding up, the time it takes to adopt and incorporate products will shrink as well. So if a two-year head start in using a traditional software-as-a-service tool historically represented a major edge over a peer, a shipper that waited now can theoretically leapfrog in a way it couldn’t in previous software adoption cycles. This shouldn’t serve as an excuse for shippers, and especially LSPs, to wait things out. Rather, they should be researching and testing in a minimally disruptive way so they understand how things such as AI agents are affecting transportation and trade processes that matter to their businesses. Being informationally proactive but financially conservative is probably the best course to take in a technology environment this fast-moving. It would be hard to understate just how much AI dominated conversations at Manifest. The industry is wrestling with how AI will change the shape of current headcounts and future workforces, how it will be priced, and whether it will do the work of existing software. None of these issues are clear, especially as the large AI developers put the ability to build applications in the hands of non-technical people. That could change how and when software is bought, maintained, updated, and customized. It’s certainly an exciting and daunting future, but one where shippers may want to hang back, with eyes open, and let their LSPs suffer the heavy bruising. Contact Eric Johnson at <a href="mailto:eric.johnson@spglobal.com">eric.johnson@spglobal.com</a>.</div>

While the world braces itself for the true impacts of artificial intelligence (AI), shippers and logistics services providers (LSPs) face a decision on whether to jump in with both feet or wait watchfully from the sidelines. Key to that decision, though, is the reality that it takes less time than ever to build software, which shrinks the disadvantage that a company has playing catching up. “Time is compressing,” a software vendor to the freight brokerage industry told the Journal of Commerce at the Manifest supply chain technology conference in Las Vegas this week. “The development cycles are shortening.” A shipper at the conference wondered whether it needed to be on the bleeding edge of adopting AI in its organization, or whether it could hang back. Practically speaking, the speed of development in the technology world means that shippers, in particular, won’t necessarily face a penalty for feeling overwhelmed when it comes to how and where to adopt AI. They can also, in the meantime, shift some of that AI burden onto their service providers. That’s because LSPs face a different mandate than shippers. The main priorities of LSPs are to work with capacity providers and serve shippers. Any technology investment must touch one of those areas. So there is a clearer imperative for intermediaries to invest in AI because there are fewer priorities to juggle. Shippers, meanwhile, juggle an array of needs inside and outside of logistics and transportation. Other needs in the company may trump the need to build or buy AI capability tied to freight transportation or global trade. Additionally, the pace of change within AI technology circles disincentivizes the ultimate user of the technology from diving headlong into commitments that might be obsolete in months. Take for instance recent developments around coding developments from OpenAI and Anthropic that seem to be rapidly advancing how quickly products can be built. What advantage would a shipper have to be on the bleeding edge right now, when the location of that bleeding edge changes almost weekly? Playing catch-up faster The pace of being able to catch up also matters. With software and product development speeding up, the time it takes to adopt and incorporate products will shrink as well. So if a two-year head start in using a traditional software-as-a-service tool historically represented a major edge over a peer, a shipper that waited now can theoretically leapfrog in a way it couldn’t in previous software adoption cycles. This shouldn’t serve as an excuse for shippers, and especially LSPs, to wait things out. Rather, they should be researching and testing in a minimally disruptive way so they understand how things such as AI agents are affecting transportation and trade processes that matter to their businesses. Being informationally proactive but financially conservative is probably the best course to take in a technology environment this fast-moving. It would be hard to understate just how much AI dominated conversations at Manifest. The industry is wrestling with how AI will change the shape of current headcounts and future workforces, how it will be priced, and whether it will do the work of existing software. None of these issues are clear, especially as the large AI developers put the ability to build applications in the hands of non-technical people. That could change how and when software is bought, maintained, updated, and customized. It’s certainly an exciting and daunting future, but one where shippers may want to hang back, with eyes open, and let their LSPs suffer the heavy bruising. Contact Eric Johnson at eric.johnson@spglobal.com .

Logistics Technology News

Supply chain

Rapid pace of AI development suggests shippers should be patient

<div class="phx-topic abstract-wrapper">The product launched this week by Triumph, called Capacity Intelligence, allows brokers to identify lanes where it needs a deeper pool of reliable carriers.</div>

The product launched this week by Triumph, called Capacity Intelligence, allows brokers to identify lanes where it needs a deeper pool of reliable carriers.

<div class="phx-topic">Freight financial services and technology provider Triumph has unveiled a new product it says is aimed at allowing freight brokers to “turn transactional [truckload] capacity into relationships.” The product, called Capacity Intelligence, was launched this week and gives brokers a tool to identify lanes where it can strengthen existing carrier relationships or source capacity from Triumph’s network of vetted carriers. The goal of the product, Triumph said, is to create cost savings for brokers as they manage an environment where spot rates are increasing. “Capacity Intelligence delivers on the promise of combining predictive rates and service-level performance benchmarks with the Triumph network’s uniquely granular and reliable transaction data,” Dawn Favier, president of Triumph Intelligence, said in a statement. “This tool empowers freight brokers to move beyond reactive, transactional sourcing and build a resilient, high-quality strategic carrier network.” That carrier network includes thousands of carriers using Triumph for financial services, most notably factoring and quick-pay products. Capacity Intelligence was released five months after Triumph launched another product, Pricing and Performance Intelligence, to help brokers incorporate carrier-specific performance data and available capacity beyond their existing network into pricing decisions. Taken together, the tools can be seen as a load board of sorts in that they allow brokers to piece together, in real time, capacity availability and carrier performance metrics to assess the suitability for a specific load they need to move on behalf of shipper customers. Both tools are built on Triumph’s <a href="https://www.joc.com/article/triumph-acquires-broker-focused-pricing-technology-provider-greenscreensai-5951484">acquisitions of pricing intelligence provider Greenscreens.ai</a> and carrier performance measurement tool Isometric Technologies in early 2025 and late 2024, respectively. The enhancements to carrier pricing and performance information expanded Triumph’s reach from a freight financial service provider to one helping brokers with freight procurement decision-making. The tools also cloud the load board picture further, with the largest providers, DAT Freight &amp; Analytics and Truckstop.com, having themselves waded into financial services over the last year through acquisitions of factoring services companies. Additionally, carrier vetting platform Highway, a strategic partner of Triumph, unveiled a load board in the second half of 2025. Contact Eric Johnson at <a href="mailto:eric.johnson@spglobal.com">eric.johnson@spglobal.com</a>. </div>

Freight financial services and technology provider Triumph has unveiled a new product it says is aimed at allowing freight brokers to “turn transactional [truckload] capacity into relationships.” The product, called Capacity Intelligence, was launched this week and gives brokers a tool to identify lanes where it can strengthen existing carrier relationships or source capacity from Triumph’s network of vetted carriers. The goal of the product, Triumph said, is to create cost savings for brokers as they manage an environment where spot rates are increasing. “Capacity Intelligence delivers on the promise of combining predictive rates and service-level performance benchmarks with the Triumph network’s uniquely granular and reliable transaction data,” Dawn Favier, president of Triumph Intelligence, said in a statement. “This tool empowers freight brokers to move beyond reactive, transactional sourcing and build a resilient, high-quality strategic carrier network.” That carrier network includes thousands of carriers using Triumph for financial services, most notably factoring and quick-pay products. Capacity Intelligence was released five months after Triumph launched another product, Pricing and Performance Intelligence, to help brokers incorporate carrier-specific performance data and available capacity beyond their existing network into pricing decisions. Taken together, the tools can be seen as a load board of sorts in that they allow brokers to piece together, in real time, capacity availability and carrier performance metrics to assess the suitability for a specific load they need to move on behalf of shipper customers. Both tools are built on Triumph’s acquisitions of pricing intelligence provider Greenscreens.ai and carrier performance measurement tool Isometric Technologies in early 2025 and late 2024, respectively. The enhancements to carrier pricing and performance information expanded Triumph’s reach from a freight financial service provider to one helping brokers with freight procurement decision-making. The tools also cloud the load board picture further, with the largest providers, DAT Freight & Analytics and Truckstop.com, having themselves waded into financial services over the last year through acquisitions of factoring services companies. Additionally, carrier vetting platform Highway, a strategic partner of Triumph, unveiled a load board in the second half of 2025. Contact Eric Johnson at eric.johnson@spglobal.com .

Truck brokers

Truckload

New truckload capacity product provides another load board option for brokers

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Journal of Commerce Magazine

A premium access index of savings using domestic intermodal vs. OTR 

ISI Report - Rectangle Box

Intermodal Savings Index

An in-depth analysis of transport trends in the multipurpose and heavy-lift fleet segment

Breakbulk Report - Rectangle Box

Breakbulk Quarterly

An extensive dashboard of charts organized by trade lane, mode, and topic

Gateway - Rectangle Box

Gateway

Customers scoring their intermodal partners to identify the best service providers

Intermodal Service Scorecard - Rectangle Box

Intermodal Service Scorecard

A premium access outlook critical to shippers and transportation providers

QI Report - Rectangle Box

Quarterly Intelligence

The premier conference for the global container shipping and supply chain community

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Attend TPM26

The only editorially independent conference for the breakbulk & project cargo industry

Breakbulk Conference - Rectangle Box

Attend Breakbulk26

The Journal of Commerce is the industry’s source for maritime news and analysis about ocean container shipping, logistics, supply chains, global shipping ports, shipping technology solutions and end-to-end connectivity. Coverage tracks the movement of containerized cargo — from origin to destination — handled by marine terminals in the US and abroad, depots, container ports, container lines, drayage, consignees and shippers, forwarders, non-vessel operating common carriers (NVOs) and off-dock warehousing providers, as well as pricing, capacity, volume and reliability on the trans-Pacific, Asia–Europe, North America–Caribbean, Central and South American and intra-Asia trades.

Discover comprehensive trucking news and trends with Journal of Commerce - from trucking LTL to regulation and trucking supply and demand.

Breakbulk News shipping | Journal of Commerce

Container shipping news and analysis of ocean container shipping, logistics, supply chains, technology and end-to-end connectivity.

Container Shipping News | Journal of Commerce

Container Shipping News

Stay informed on port news worldwide with Journal of Commerce. From decarbonization to labor updates, get insights on global developments.

Port News | Journal of Commerce

News and analysis of ocean containerized cargo movement, logistics, supply chains, technology, and end-to-end connectivity. Maritime news and analysis of containerized ocean cargo movement, breakbulk and roll-on and roll-off shipping from origin to destination.

Latest News

More News & Analysis

Departure of DP World CEO welcomed by Canadian ports partner

Maersk, Eurogate plan $1.2 billion terminal upgrade at Bremerhaven

Reversal in US clean energy investment signals shift in project cargo momentum