<div class="phx-topic abstract-wrapper">A decision between Sedgwick Group PLC, London, and San Francisco-based Transamerica Corp. to end a s</div>

A decision between Sedgwick Group PLC, London, and San Francisco-based Transamerica Corp. to end a s

<div>A decision between Sedgwick Group PLC, London, and San Francisco-based Transamerica Corp. to end a standstill agreement this week comes as no surprise to Wall Street analysts."It makes perfect sense for Transamerica to seek termination of the standstill agreement just to maintain maximum flexibility," said Dean Witter Reynolds analyst Ronald Frank Wednesday. "They owe that to their shareholders.""Basically, I think Transamerica is either likely to buy Sedgwick or sell its holding at Sedgwick," he added.Under the agreement, Trans- america will maintain a 39 percent stake in Sedgwick, with voting rights restricted to 29.9 percent, when the four-year standstill agreement expires...

A decision between Sedgwick Group PLC, London, and San Francisco-based Transamerica Corp. to end a standstill agreement this week comes as no surprise to Wall Street analysts. "It makes perfect sense for Transamerica to seek termination of the standstill agreement just to maintain maximum flexibility," said Dean Witter Reynolds analyst Ronald Frank Wednesday. "They owe that to their shareholders.""Basically, I think Transamerica is either likely to buy Sedgwick or sell its holding at Sedgwick," he added. Under the agreement, Trans- america will maintain a 39 percent stake in Sedgwick, with voting rights restricted to 29.9 percent, when the four-year standstill agreement expires Aug. 30, according to a joint statement issued by the companies. In a letter to Sedgwick, Transamerica said it will terminate the pact on Feb. 28, 1990. Come August, Transamerica's ownership of Sedgwick will not be restricted, said Gloria Vogel, an analyst at New York-based Bear Stearns & Co. Six months thereafter, it will be the first time that Transamerica can increase or eliminate its holdings at Sedgwick, she said. Transamerica acquired the shares in 1985 when Sedgwick acquired Fred. S. James & Co., an insurance subsidiary of Transamerica. The investment pact was intended to restrict Transamerica's ability to dispose of, or to increase, its holding in Sedgwick. "My sense is Transamerica would more likely to sell its stake in Sedgwick than to buy it," said Udayan Ghose, who follows development in Transamerica for Shearson Lehman Hutton Inc. He expects Transamerica to hold on to its shares only if it is convinced that the new management at Sedgwick can generate substantially higher earnings down the road. "It all depends on how much Transamerica thinks Sedgwick can earn over the long haul," Mr. Ghose said. "Transamerica's share of Sedgwick earnings compared to what they could have if they sell their Sedgwick holdings do not look terrific now." The Sedgwick Group reported this week that its unaudited pretax profit for the first quarter of 1989 was 40.9 million ($26 million), down 6.8 percent from the corresponding period of 1988. Its revenue was 171.4 million, based on constant exchange rates, 2. percent lower than the previous year. The group's earnings were 27.3 million, down 8.7 percent from a year ago and earnings per share for the period were 6.4 pence, compared with 7 pence. Mr. Frank said Transamerica likely will hold on to its stake at Sedgwick.

TRANSAMERICA, SEDGWICK END STANDSTILL PACT

<div class="phx-topic abstract-wrapper">The proposed creation of a transcontinental railroad could allow West Coast port to better compete for Asia cargo destined for markers east of Chicago, writes Executive Editor Mark Szakonyi. </div>

The proposed creation of a transcontinental railroad could allow West Coast port to better compete for Asia cargo destined for markers east of Chicago, writes Executive Editor Mark Szakonyi.

Feature image

<div class="phx-topic">The planned transcontinental merger of two major US railroads may incentivize more US West Coast routings and increase competition with the Port of Vancouver for Midwest markets. That would come after West Coast ports over the past decade have lost share to East and Gulf coast gateways and to ports in Western Canada. The efficiencies gained by merging Union Pacific Railroad and Norfolk Southern Railway would make cross-country shipments from the West Coast to markets east of Chicago more cost feasible. The merger, if approved by federal rail regulators, would also allow the combined entity to directly serve markets in Detroit and Indiana, regions now served from the West Coast via Canadian National Railway’s connection to Vancouver. A single transcontinental operator could open so-called watershed markets primarily within the Ohio Valley and the eastern region straddling the Mississippi River, thanks to more efficient operations in Chicago and other Midwest hubs and no need for interchanges, said Venn Cunningham, a former associate vice president of economic development at BNSF Railway. The merging of the two networks, including the IT systems underpinning both, would eliminate interchange moves that normally take 24 to 48 hours, cutting operating costs and offering shippers a faster option than the all-water route via the Panama Canal to East Coast ports, Cunningham told the Journal of Commerce. The merger would give the Port of Los Angeles “access to the most populous third of the nation that has been otherwise stitched together through hands-offs,” Gene Seroka, executive director of the busiest US container port as measured by volume, <a href="https://www.ajot.com/insights/full/ai-port-of-los-angeles-sees-up-ns-merger-as-seamless-transit-to-east-coast">told the American Journal of Transportation in August</a>. A merger could drive more volume through the Alameda Corridor, and the impact on single-line operations and pricing are being analyzed, said Michael Leue, CEO of the Alameda Corridor Transportation Authority. But Leue cautioned that the authority would work to ensure that any cross-country networks don’t take the focus away from trying to convert more truckload freight to rail volumes in the west. “The eastern carriers have successfully grown their (inland point intermodal) share by developing logistics centers and short-haul markets,” he said. <h3>West Coast halts shift of discretionary cargo </h3>The US West Coast in the last two years has stemmed the bleed of discretionary cargo that had shifted to all-water routing through the Panama Canal to the East and Gulf coasts. That’s largely due to the labor threats that hobbled East and Gulf coast ports in late 2024, as well as US importers rushing to get Asian imports into the country earlier this year before various tariff deadlines. In the first eight months of both 2024 and 2025, roughly 59% of laden US imports from Asia came in through the US West Coast, compared to 56% during the same period in 2023, which was the lowest share in the last decade, according to PIERS, a sister product of the Journal of Commerce within S&amp;P Global. In 2015, nearly 65% of laden US imports came through the US West Coast. The extent to which US West Coast ports gain greater traction in watershed markets hinges not just on how UP and NS can merge their disparate networks, IT systems and operating cultures, but also rail flow at their terminals. West Coast ports in the last two years have been able to handle peak season volumes better than in previous years, thanks to increased cooperation among stakeholders, better forecasting of demand and infrastructure improvements. Those gains can easily slip if Western railroads’ prioritization on network efficiency doesn’t allow them to provide more railcars, putting upstream congestion pressure on the marine terminals. A merged entity able to reach a Midwest market via the US West Coast may also force CN and Vancouver to become more competitive, though there’s no guarantee that a merged UP-NS would target such international intermodal business. <h3>The case against a West Coast windfall </h3>Rail analyst Paul Tonsager is skeptical that a merged entity will move the needle for West Coast ports, arguing that a transcontinental line may actually encourage more routing through the East Coast. Deals could be cut between medium-size East Coast ports and carriers to incentivize routings, he said. Ultimately, ocean carriers are more focused on rail price rather than services, and the low-margins from international rail business pale in comparison to higher-paying chemical and other bulk business, disincentivizing bold intermodal moves and investments, said Tonsager, a former executive at CN and Maersk. The impact of a transcontinental line would take years to realize, given that rail analysts say a unified provider wouldn’t be humming until three years into the merger. Rail contracts with container lines are multiyear, and there’s no guarantee that a merged entity would want to pass newly achieved operating savings to customers. The cost to move an ocean container cross-country via rail is more than $2,000 compared to $600 to $700 to truck a container from an East Coast port into the Ohio Valley area, according to estimates from various sources. Factoring that ocean container rates are roughly $1,000 more for East Coast routings than for West Coast routings, a merged railroad would have to realize more operational savings, and, importantly, be willing to pass it to ocean carriers and their customers. In the meantime, the other Class I railroads have rushed to launch jointly operated services to better compete with a merged UP-NS. While such arrangements can attract more cargo, they can’t deliver the interchange efficiency of a single transcontinental operator, and eventually, the balance of benefits to both railroad partners favor one’s network over the other, several rail analysts told the Journal of Commerce. Grinding operating efficiencies out of a single transcontinental line is ultimately more beneficial, but that’s just one factor in the equation favoring West Coast routings. Contact Mark Szakonyi at <a href="https://www.joc.com/article/mark.szakonyi@spglobal.com">mark.szakonyi@spglobal.com</a>. </div>

The planned transcontinental merger of two major US railroads may incentivize more US West Coast routings and increase competition with the Port of Vancouver for Midwest markets. That would come after West Coast ports over the past decade have lost share to East and Gulf coast gateways and to ports in Western Canada. The efficiencies gained by merging Union Pacific Railroad and Norfolk Southern Railway would make cross-country shipments from the West Coast to markets east of Chicago more cost feasible. The merger, if approved by federal rail regulators, would also allow the combined entity to directly serve markets in Detroit and Indiana, regions now served from the West Coast via Canadian National Railway’s connection to Vancouver. A single transcontinental operator could open so-called watershed markets primarily within the Ohio Valley and the eastern region straddling the Mississippi River, thanks to more efficient operations in Chicago and other Midwest hubs and no need for interchanges, said Venn Cunningham, a former associate vice president of economic development at BNSF Railway. The merging of the two networks, including the IT systems underpinning both, would eliminate interchange moves that normally take 24 to 48 hours, cutting operating costs and offering shippers a faster option than the all-water route via the Panama Canal to East Coast ports, Cunningham told the Journal of Commerce. The merger would give the Port of Los Angeles “access to the most populous third of the nation that has been otherwise stitched together through hands-offs,” Gene Seroka, executive director of the busiest US container port as measured by volume, told the American Journal of Transportation in August . A merger could drive more volume through the Alameda Corridor, and the impact on single-line operations and pricing are being analyzed, said Michael Leue, CEO of the Alameda Corridor Transportation Authority. But Leue cautioned that the authority would work to ensure that any cross-country networks don’t take the focus away from trying to convert more truckload freight to rail volumes in the west. “The eastern carriers have successfully grown their (inland point intermodal) share by developing logistics centers and short-haul markets,” he said. West Coast halts shift of discretionary cargo The US West Coast in the last two years has stemmed the bleed of discretionary cargo that had shifted to all-water routing through the Panama Canal to the East and Gulf coasts. That’s largely due to the labor threats that hobbled East and Gulf coast ports in late 2024, as well as US importers rushing to get Asian imports into the country earlier this year before various tariff deadlines. In the first eight months of both 2024 and 2025, roughly 59% of laden US imports from Asia came in through the US West Coast, compared to 56% during the same period in 2023, which was the lowest share in the last decade, according to PIERS, a sister product of the Journal of Commerce within S&P Global. In 2015, nearly 65% of laden US imports came through the US West Coast. The extent to which US West Coast ports gain greater traction in watershed markets hinges not just on how UP and NS can merge their disparate networks, IT systems and operating cultures, but also rail flow at their terminals. West Coast ports in the last two years have been able to handle peak season volumes better than in previous years, thanks to increased cooperation among stakeholders, better forecasting of demand and infrastructure improvements. Those gains can easily slip if Western railroads’ prioritization on network efficiency doesn’t allow them to provide more railcars, putting upstream congestion pressure on the marine terminals. A merged entity able to reach a Midwest market via the US West Coast may also force CN and Vancouver to become more competitive, though there’s no guarantee that a merged UP-NS would target such international intermodal business. The case against a West Coast windfall Rail analyst Paul Tonsager is skeptical that a merged entity will move the needle for West Coast ports, arguing that a transcontinental line may actually encourage more routing through the East Coast. Deals could be cut between medium-size East Coast ports and carriers to incentivize routings, he said. Ultimately, ocean carriers are more focused on rail price rather than services, and the low-margins from international rail business pale in comparison to higher-paying chemical and other bulk business, disincentivizing bold intermodal moves and investments, said Tonsager, a former executive at CN and Maersk. The impact of a transcontinental line would take years to realize, given that rail analysts say a unified provider wouldn’t be humming until three years into the merger. Rail contracts with container lines are multiyear, and there’s no guarantee that a merged entity would want to pass newly achieved operating savings to customers. The cost to move an ocean container cross-country via rail is more than $2,000 compared to $600 to $700 to truck a container from an East Coast port into the Ohio Valley area, according to estimates from various sources. Factoring that ocean container rates are roughly $1,000 more for East Coast routings than for West Coast routings, a merged railroad would have to realize more operational savings, and, importantly, be willing to pass it to ocean carriers and their customers. In the meantime, the other Class I railroads have rushed to launch jointly operated services to better compete with a merged UP-NS. While such arrangements can attract more cargo, they can’t deliver the interchange efficiency of a single transcontinental operator, and eventually, the balance of benefits to both railroad partners favor one’s network over the other, several rail analysts told the Journal of Commerce. Grinding operating efficiencies out of a single transcontinental line is ultimately more beneficial, but that’s just one factor in the equation favoring West Coast routings. Contact Mark Szakonyi at  mark.szakonyi@spglobal.com .

Rail News

North-American rail

Intermodal providers

Surface

UP-NS merger could extend West Coast market share reach

<div class="phx-topic abstract-wrapper">After initially holding back on blank sailings, carriers have announced additional capacity withdrawals to match the slowing demand ahead of Oct. 1, when Chinese factories close for eight days for the National Day holiday. </div>

After initially holding back on blank sailings, carriers have announced additional capacity withdrawals to match the slowing demand ahead of Oct. 1, when Chinese factories close for eight days for the National Day holiday.

<div class="phx-topic">Ocean carriers have accelerated their Golden Week blank sailings for October in a last-ditch attempt to stop the sliding spot market as a broad-based weakness in rates across major trade lanes threatens to drag prices to loss-making levels. After initially holding back on blank sailings, carriers have announced additional capacity withdrawals to match the slowing demand ahead of Oct. 1, when Chinese factories close for eight days for the National Day holiday. For the four-week period beginning Sept. 29, global blank sailings are now mostly in line with historical thresholds, according to Sea-Intelligence Maritime Analysis. Asia-North America West Coast will see capacity reductions of 13.6%, Asia-North America East Coast 14.4%, Asia-North Europe 17% and the Asia-Mediterranean trade lane 16.7%. The rise in canceled sailings was widely anticipated following the tumultuous rate decline seen on the trans-Pacific in the past week. Asia-US West Coast rates tumbled 20% in the past week to $1,400 per FEU, with Asia-US East Coast rates losing 9% in the past week to settle at $2,500/FEU as of Sept. 22, according to Platts, a sister company of the Journal of Commerce within S&amp;P Global. On Asia-North Europe, rates are edging closer to levels not seen since before attacks against commercial shipping began in the Red Sea about 21 months ago, falling 8% sequentially over the last week to $1,400/FEU, while Platts shows Asia-Mediterranean rates lost 6% week over week to $1,800/FEU as of Sept. 22. Falling demand and excess capacity have spot rates falling across all market indexes. Peter Sand, chief analyst at rate benchmarking platform Xeneta, said the spot market “is beginning to bite carriers” and was rapidly approaching breakeven levels. “Being 5% to 10% above pre-Red Sea levels — the last point where carriers were loss-making — is a hard stop for the carriers,” Sand told the Journal of Commerce. “Admittedly, current rates still sit comfortably above the nine-year low point of October 2023, so short-term rates will continue to slide most likely until end-December before the pre-Chinese New Year rush allows carriers to jack up rates once again.” <h3>Fourth quarter US ‘demand shock’ </h3>Parash Jain, managing director and global head of transport and logistics research at global bank HSBC, said barring congestion-related shocks, the freight rate environment will continue to weaken. “Our headline view is that we will get a demand shock from the US going into the fourth quarter of this year, and that will carry on into early next year,” Jain told a recent Freightos webinar. It was a view shared by analysts at J.P. Morgan, who said in a market update that the Shanghai Containerized Freight Index (SCFI), which also fell sharply in the past week, was at a level that implied loss-making operations and that this week’s rate deterioration was “an important trigger point” that required a fundamental reassessment of the rate outlook. “We expect rates to continue to erode, pushing the industry into steep losses as the cost base of the industry has increased materially vs. 2019, thus pushing the breakeven point higher across the board,” the bank’s transport analysts noted. “Even if the Red Sea diversions continue into perpetuity — which appears to be the market’s view given continued geopolitical events — to us it demonstrates that the industry has limited pricing control while oversupply continues to present material challenges for the sector,” the J.P. Morgan analysts added. <h3>Steadily expanding order book </h3>While demand falters on the major trade lanes, ocean shipping capacity continues to rise. The global container shipping order book has reached 30% of the world’s in-service fleet at 9.7 million TEUs, according to Sea-web, a sister company of the Journal of Commerce. Scrapping is virtually non-existent this year and more than 1 million TEUs in capacity are scheduled to enter service before the end of the year. But the rates are not being determined by pure supply-demand metrics, at least not on the Asia-Europe trade. Even with capacity pouring into service, data from Alphaliner shows that the nine biggest liner operators currently need 461 vessels to fully staff all 31 Asia-Europe liner services. <div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="776ec9be-87f0-49bd-b492-e803a0c6c3b9"></dynamic-object></div>Asia-Europe is currently missing 36 vessels that are needed to guarantee uninterrupted weekly sailings, and with a small idle fleet and the complete absence of larger vessels from the spot charter market, some carriers have no way of filling those gaps. Despite longer transits around Africa to avoid the Red Sea and the lack of tonnage on Asia-Europe, the supply-demand effect on freight rates has completely evaporated. “Spot rates from Shanghai to North Europe have declined 45% over the past 10 weeks, with double-digit decreases in the last three weeks,” Alphaliner noted. “This clearly hints at a rate war between some of the major operators.” Contact Greg Knowler at <a href="mailto:greg.knowler@spglobal.com">greg.knowler@spglobal.com</a>. </div>

Ocean carriers have accelerated their Golden Week blank sailings for October in a last-ditch attempt to stop the sliding spot market as a broad-based weakness in rates across major trade lanes threatens to drag prices to loss-making levels. After initially holding back on blank sailings, carriers have announced additional capacity withdrawals to match the slowing demand ahead of Oct. 1, when Chinese factories close for eight days for the National Day holiday. For the four-week period beginning Sept. 29, global blank sailings are now mostly in line with historical thresholds, according to Sea-Intelligence Maritime Analysis. Asia-North America West Coast will see capacity reductions of 13.6%, Asia-North America East Coast 14.4%, Asia-North Europe 17% and the Asia-Mediterranean trade lane 16.7%. The rise in canceled sailings was widely anticipated following the tumultuous rate decline seen on the trans-Pacific in the past week. Asia-US West Coast rates tumbled 20% in the past week to $1,400 per FEU, with Asia-US East Coast rates losing 9% in the past week to settle at $2,500/FEU as of Sept. 22, according to Platts, a sister company of the Journal of Commerce within S&P Global. On Asia-North Europe, rates are edging closer to levels not seen since before attacks against commercial shipping began in the Red Sea about 21 months ago, falling 8% sequentially over the last week to $1,400/FEU, while Platts shows Asia-Mediterranean rates lost 6% week over week to $1,800/FEU as of Sept. 22. Falling demand and excess capacity have spot rates falling across all market indexes. Peter Sand, chief analyst at rate benchmarking platform Xeneta, said the spot market “is beginning to bite carriers” and was rapidly approaching breakeven levels. “Being 5% to 10% above pre-Red Sea levels — the last point where carriers were loss-making — is a hard stop for the carriers,” Sand told the Journal of Commerce. “Admittedly, current rates still sit comfortably above the nine-year low point of October 2023, so short-term rates will continue to slide most likely until end-December before the pre-Chinese New Year rush allows carriers to jack up rates once again.” Fourth quarter US ‘demand shock’ Parash Jain, managing director and global head of transport and logistics research at global bank HSBC, said barring congestion-related shocks, the freight rate environment will continue to weaken. “Our headline view is that we will get a demand shock from the US going into the fourth quarter of this year, and that will carry on into early next year,” Jain told a recent Freightos webinar. It was a view shared by analysts at J.P. Morgan, who said in a market update that the Shanghai Containerized Freight Index (SCFI), which also fell sharply in the past week, was at a level that implied loss-making operations and that this week’s rate deterioration was “an important trigger point” that required a fundamental reassessment of the rate outlook. “We expect rates to continue to erode, pushing the industry into steep losses as the cost base of the industry has increased materially vs. 2019, thus pushing the breakeven point higher across the board,” the bank’s transport analysts noted. “Even if the Red Sea diversions continue into perpetuity — which appears to be the market’s view given continued geopolitical events — to us it demonstrates that the industry has limited pricing control while oversupply continues to present material challenges for the sector,” the J.P. Morgan analysts added. Steadily expanding order book While demand falters on the major trade lanes, ocean shipping capacity continues to rise. The global container shipping order book has reached 30% of the world’s in-service fleet at 9.7 million TEUs, according to Sea-web, a sister company of the Journal of Commerce. Scrapping is virtually non-existent this year and more than 1 million TEUs in capacity are scheduled to enter service before the end of the year. But the rates are not being determined by pure supply-demand metrics, at least not on the Asia-Europe trade. Even with capacity pouring into service, data from Alphaliner shows that the nine biggest liner operators currently need 461 vessels to fully staff all 31 Asia-Europe liner services. Asia-Europe is currently missing 36 vessels that are needed to guarantee uninterrupted weekly sailings, and with a small idle fleet and the complete absence of larger vessels from the spot charter market, some carriers have no way of filling those gaps. Despite longer transits around Africa to avoid the Red Sea and the lack of tonnage on Asia-Europe, the supply-demand effect on freight rates has completely evaporated. “Spot rates from Shanghai to North Europe have declined 45% over the past 10 weeks, with double-digit decreases in the last three weeks,” Alphaliner noted. “This clearly hints at a rate war between some of the major operators.” Contact Greg Knowler at greg.knowler@spglobal.com .

Container lines

Asia-Europe

Trans-Pacific

Container Shipping News

Maritime

Ocean carriers cut capacity to arrest Golden Week rate slide

<div class="phx-topic abstract-wrapper">The annual report on global port performance shows almost universally weaker scores due to vessel delays and reroutings, but some terminal operators helped a few ports buck the trend. </div>

The annual report on global port performance shows almost universally weaker scores due to vessel delays and reroutings, but some terminal operators helped a few ports buck the trend.

<div class="phx-topic">The ongoing diversion of ships away from the Suez Canal and the drought that limited Panama Canal transits led to a decline in port performance worldwide in 2024, according to the World Bank’s latest global survey. However, some ports in the developing world showed big gains last year thanks to investments from global operators PSA International and DP World. The World Bank’s annual Port Performance Index, developed in conjunction with S&amp;P Global, showed little change in terms of overall rankings among some 400 ports. But the scores underlying those ranking generally fell across the board from their 2023 levels as off-schedule ships and rerouted vessels led to more idle time at ports. S&amp;P Global is the parent company of the Journal of Commerce. While the port disruptions do not match those seen during COVID-19, the World Bank said an average of some 2 million TEUs of cargo was delayed or stalled in 2024, the highest since 2022. Another World Bank measure of port congestion — the global fleet stuck in a port — also saw an uptick last year, going from about 29% in January to over 31% toward the end of the year. Citing the example of Singapore, the World Bank said the port saw 85% of its inbound vessels arrive off-schedule in 2024, up from 77% in 2023. Due to the rerouting of ships, Singapore also saw an increase in the number of “short-notice” calls, <a href="https://www.joc.com/article/asia-port-disruption-wave-reaches-singapore-6014754">creating issues around berth and yard planning</a>. Even though Singapore “maintained resilience” in the face of delays, its overall index score dropped while its global ranking went from 19 in 2023 to 29 in 2024, according to the report. Ports were impacted by a “new set of global disruptions that were mostly geopolitical and climatic, rather than pandemic-driven,” the World Bank said. “The <a href="https://www.joc.com/article/closure-of-strait-of-hormuz-would-further-stretch-global-container-capacity-6025484">Red Sea crisis</a> led to widespread rerouting of Asia-Europe trade via the Cape of Good Hope. In parallel, continued <a href="https://www.joc.com/article/near-normal-water-levels-allowing-more-ship-transits-through-panama-canal-5192222">Panama Canal water shortages</a> limited daily transits to the US East Coast and Latin America.” <h3>Terminal operators help boost port performance </h3>Despite the global reach of those disruptions, many ports, particularly in developing economies, saw an increase in their performance scores. The World Bank said those gains stemmed from “partnerships with global terminal operators, political will to improve trade procedures, and, in some cases, investments from international financial institutions.” India’s Jawaharlal Nehru Port saw its performance index almost double, according to the World Bank, with its ranking going from 96 in 2023 to 23 in 2024. Along with reforms that reduced ship turnover and container dwells, the port benefits from the capacity expansions that PSA International undertook at its Mumbai terminal concession. PSA is also credited for turning around performance at Turkey’s Mersin port in 2024. While much of the gain stems from the port’s recovery after a major earthquake in 2023, PSA has completed an expansion of its Mersin terminal that allows it to handle two ultra-large containerships simultaneously. DP World’s concession at Senegal’s Dakar port was also cited for better performance in 2024, with the World Bank ranking it the highest among sub-Saharan African ports, helping it to land its direct liner service with Asia. The World Bank highlighted DP World’s installation of new cranes and yard expansions at Dakar, along with the country’s improving road and rail network, as reasons for the better performance. Almost a decade after it won the concession, DP World completed the first phase of an expansion at its Posorja terminal in Ecuador that allows for the handling of large container ships. The World Bank said Posorja’s performance has improved over the last five years, which “reflects purpose-built infrastructure and ongoing investment in a new deep-sea port.” Contact Michael Angell at <a href="mailto:michael.angell@spglobal.com">michael.angell@spglobal.com</a>. </div>

The ongoing diversion of ships away from the Suez Canal and the drought that limited Panama Canal transits led to a decline in port performance worldwide in 2024, according to the World Bank’s latest global survey. However, some ports in the developing world showed big gains last year thanks to investments from global operators PSA International and DP World. The World Bank’s annual Port Performance Index, developed in conjunction with S&P Global, showed little change in terms of overall rankings among some 400 ports. But the scores underlying those ranking generally fell across the board from their 2023 levels as off-schedule ships and rerouted vessels led to more idle time at ports. S&P Global is the parent company of the Journal of Commerce. While the port disruptions do not match those seen during COVID-19, the World Bank said an average of some 2 million TEUs of cargo was delayed or stalled in 2024, the highest since 2022. Another World Bank measure of port congestion — the global fleet stuck in a port — also saw an uptick last year, going from about 29% in January to over 31% toward the end of the year. Citing the example of Singapore, the World Bank said the port saw 85% of its inbound vessels arrive off-schedule in 2024, up from 77% in 2023. Due to the rerouting of ships, Singapore also saw an increase in the number of “short-notice” calls, creating issues around berth and yard planning . Even though Singapore “maintained resilience” in the face of delays, its overall index score dropped while its global ranking went from 19 in 2023 to 29 in 2024, according to the report. Ports were impacted by a “new set of global disruptions that were mostly geopolitical and climatic, rather than pandemic-driven,” the World Bank said. “The Red Sea crisis led to widespread rerouting of Asia-Europe trade via the Cape of Good Hope. In parallel, continued Panama Canal water shortages limited daily transits to the US East Coast and Latin America.” Terminal operators help boost port performance Despite the global reach of those disruptions, many ports, particularly in developing economies, saw an increase in their performance scores. The World Bank said those gains stemmed from “partnerships with global terminal operators, political will to improve trade procedures, and, in some cases, investments from international financial institutions.” India’s Jawaharlal Nehru Port saw its performance index almost double, according to the World Bank, with its ranking going from 96 in 2023 to 23 in 2024. Along with reforms that reduced ship turnover and container dwells, the port benefits from the capacity expansions that PSA International undertook at its Mumbai terminal concession. PSA is also credited for turning around performance at Turkey’s Mersin port in 2024. While much of the gain stems from the port’s recovery after a major earthquake in 2023, PSA has completed an expansion of its Mersin terminal that allows it to handle two ultra-large containerships simultaneously. DP World’s concession at Senegal’s Dakar port was also cited for better performance in 2024, with the World Bank ranking it the highest among sub-Saharan African ports, helping it to land its direct liner service with Asia. The World Bank highlighted DP World’s installation of new cranes and yard expansions at Dakar, along with the country’s improving road and rail network, as reasons for the better performance. Almost a decade after it won the concession, DP World completed the first phase of an expansion at its Posorja terminal in Ecuador that allows for the handling of large container ships. The World Bank said Posorja’s performance has improved over the last five years, which “reflects purpose-built infrastructure and ongoing investment in a new deep-sea port.” Contact Michael Angell at michael.angell@spglobal.com .

Port News

Port infrastructure

Marine terminals

International ports

Red Sea, Panama Canal led to poorer port performance in 2024: World Bank

<div class="phx-topic abstract-wrapper">The more cooperative approach recommended by a committee of the South Coast Air Quality Management District means the ports and their stakeholders would not need to limit cargo volumes each year to achieve emission reductions goals.</div>

The more cooperative approach recommended by a committee of the South Coast Air Quality Management District means the ports and their stakeholders would not need to limit cargo volumes each year to achieve emission reductions goals.

<div class="phx-topic">The South Coast Air Quality Management District (AQMD) should work with the ports of Los Angeles and Long Beach on developing a joint plan to reduce emissions at the ports rather than unilaterally imposing its own solution, a committee within Southern California’s clean air regulator has recommended. AQMD’s so-called “mobile source committee” informed the ports of its position during a call on Friday, a move seemingly made in response to years-long pushback from the ports and its users to having the regulator attempt to implement its own emissions <a href="https://www.joc.com/article/la-lb-port-interests-spar-with-agency-over-emissions-rule-under-development-5223229">plan known as the Indirect Source Rule (ISR).</a>An updated draft cooperative agreement will be presented to AQMD’s governing board for final approval in November, the agency told the Journal of Commerce. “Should the governing board approve the draft cooperative agreement in November, industry will have the ability to provide comment on infrastructure plans developed by the ports,” an AQMD spokesperson said. “We remain committed to this collaboration as the public reviews the agreement and we look forward to taking a final agreement forward for approval by our respective boards before the end of the year,” the ports of Los Angeles and Long Beach said in a joint statement. The Pacific Merchant Shipping Association (PMSA), which represents carriers and terminal operators, said the pause in AQMD’s rulemaking efforts until a permanent agreement is reached will give the ports and its stakeholders what they want — to prevent what would have ultimately been <a href="https://www.joc.com/article/la-lb-port-stakeholders-urge-mayors-to-act-against-proposed-emissions-rules-5730302">a need to “cap” container volumes in the largest US port complex</a> in order to meet the “burdensome” pollution requirements in the original port ISR. “That’s the biggest win out of this for everybody,” PMSA President Mike Jacob told the Journal of Commerce. The AQMD initially issued the port ISR in 2021. The rule was scheduled to take effect last year, but after resistance by the ports, their respective cities and stakeholders, including terminal operators, ocean carriers and truckers, AQMD paused implementation of the ISR until a detailed cooperative agreement could be developed. <h3>Agreement suggests key strategies to reduce emissions </h3>According to the mobile source committee’s position paper published on the AQMD website, the new proposal clearly defines the respective roles of the AQMD and the ports. The key points include a mutual focus on a zero-emission infrastructure plan, detailed planning targets and projected milestones for development of that infrastructure, and the implementation of triggers that would flag violations of the plan and create penalties, including financial consequences. The key to the proposed cooperative agreement is that it will give the ports, carriers, terminal operators, truckers and railroads time to develop the necessary charging and fueling infrastructure and to introduce zero-emission cargo-handling equipment and commercially viable zero-emission trucks, PMSA’s Jacob said. Los Angeles and Long Beach each year release studies that detail air emissions, including nitrogen oxides, sulfur oxides and diesel particulate matter, from port-related sources compared with the baseline year of 2005. Those reports show the ports in 2019 had already <a href="https://www.joc.com/article/la-lb-already-ahead-of-2023-emission-reduction-goals-5194967">achieved their 2023 goals set in the joint Clean Air Action Plan (CAAP).</a>“We’ve done all of the easy lifts on air quality to reduce emissions,” Jacob said. Given the current state of zero-emission technology and infrastructure development, meeting the time frames suggested in the ISR would have meant telling port users at some point each year, “We can’t take the next truck or train,” he said. To prevent that from happening, Los Angeles and Long Beach in July submitted to AQMD a voluntary “CAAP-plus” program in which the ports and their transportation providers would address a half-dozen areas where they believe further emissions reductions could be achieved if sufficient time is provided. <a href="mailto:bill.mongelluzzo@spglobal.com">Contact Bill Mongelluzzo at bill.mongelluzzo@spglobal.com</a>.</div>

The South Coast Air Quality Management District (AQMD) should work with the ports of Los Angeles and Long Beach on developing a joint plan to reduce emissions at the ports rather than unilaterally imposing its own solution, a committee within Southern California’s clean air regulator has recommended. AQMD’s so-called “mobile source committee” informed the ports of its position during a call on Friday, a move seemingly made in response to years-long pushback from the ports and its users to having the regulator attempt to implement its own emissions plan known as the Indirect Source Rule (ISR). An updated draft cooperative agreement will be presented to AQMD’s governing board for final approval in November, the agency told the Journal of Commerce. “Should the governing board approve the draft cooperative agreement in November, industry will have the ability to provide comment on infrastructure plans developed by the ports,” an AQMD spokesperson said. “We remain committed to this collaboration as the public reviews the agreement and we look forward to taking a final agreement forward for approval by our respective boards before the end of the year,” the ports of Los Angeles and Long Beach said in a joint statement. The Pacific Merchant Shipping Association (PMSA), which represents carriers and terminal operators, said the pause in AQMD’s rulemaking efforts until a permanent agreement is reached will give the ports and its stakeholders what they want — to prevent what would have ultimately been a need to “cap” container volumes in the largest US port complex in order to meet the “burdensome” pollution requirements in the original port ISR. “That’s the biggest win out of this for everybody,” PMSA President Mike Jacob told the Journal of Commerce. The AQMD initially issued the port ISR in 2021. The rule was scheduled to take effect last year, but after resistance by the ports, their respective cities and stakeholders, including terminal operators, ocean carriers and truckers, AQMD paused implementation of the ISR until a detailed cooperative agreement could be developed. Agreement suggests key strategies to reduce emissions According to the mobile source committee’s position paper published on the AQMD website, the new proposal clearly defines the respective roles of the AQMD and the ports. The key points include a mutual focus on a zero-emission infrastructure plan, detailed planning targets and projected milestones for development of that infrastructure, and the implementation of triggers that would flag violations of the plan and create penalties, including financial consequences. The key to the proposed cooperative agreement is that it will give the ports, carriers, terminal operators, truckers and railroads time to develop the necessary charging and fueling infrastructure and to introduce zero-emission cargo-handling equipment and commercially viable zero-emission trucks, PMSA’s Jacob said. Los Angeles and Long Beach each year release studies that detail air emissions, including nitrogen oxides, sulfur oxides and diesel particulate matter, from port-related sources compared with the baseline year of 2005. Those reports show the ports in 2019 had already achieved their 2023 goals set in the joint Clean Air Action Plan (CAAP). “We’ve done all of the easy lifts on air quality to reduce emissions,” Jacob said. Given the current state of zero-emission technology and infrastructure development, meeting the time frames suggested in the ISR would have meant telling port users at some point each year, “We can’t take the next truck or train,” he said. To prevent that from happening, Los Angeles and Long Beach in July submitted to AQMD a voluntary “CAAP-plus” program in which the ports and their transportation providers would address a half-dozen areas where they believe further emissions reductions could be achieved if sufficient time is provided. Contact Bill Mongelluzzo at bill.mongelluzzo@spglobal.com .

North American ports

LA-LB likely to work with regulator on emissions-cutting plan for ports

<div class="phx-topic abstract-wrapper">Supply chain control, not just cost, is the priority for shippers that have built up in-house truck fleets and increasingly are using them for more than outbound deliveries. </div>

Supply chain control, not just cost, is the priority for shippers that have built up in-house truck fleets and increasingly are using them for more than outbound deliveries.

<div class="phx-topic">US shippers are expanding their use of private, in-house truck fleets, hauling more goods in their own trucks despite favorable for-hire spot market and contract rates. Growth in private fleets is slowing compared with a peak experienced during the COVID-19 pandemic, but it hasn’t stopped, industry experts told the Journal of Commerce. Shipments handled by private fleets increased 11.7% year over year in 2024, according to data released last week by the National Private Truck Council (NPTC). The need for more precise supply chain control and truck capacity is the reason given for greater reliance by shippers on in-house assets, and it is being enabled by technology. “The importance of the private fleet has become more elevated as shippers take greater control of supply chains,” especially since the COVID-19 pandemic, said Tom Moore, NPTC’s executive vice president. The change has been noted by industry analysts and for-hire carriers. Schneider National, a major truckload carrier and provider of dedicated fleet services, has seen the growth of private, shipper-owned fleets outpace the for-hire carrier market, Mark Rourke, CEO and president, told a Morgan Stanley investor conference Sept. 11. “For a number of years, we’ve kind of assessed the full truckload market to be about 50% for-hire, 50% private fleet,” Rourke said at the event. Coming out of COVID-19, “there’s been a shift” to 55% private fleet, 45% for-hire, Rourke said. “That’s a pretty big movement,” he said, although he thinks there are opportunities “to move the needle back toward 50-50” as truck fleet operating costs rise. “We’ve seen private fleets grow to the point where last year there were more employee truck drivers in private fleets than in for-hire truck transportation,” Avery Vise, vice president of trucking at FTR Transport Intelligence, said at an FTR conference Sept. 9. The total number of US private fleets, both interstate and intrastate, rose 15.9% from December 2019 through August 2025, according to Federal Motor Carrier Safety Administration (FMCSA) data, reaching 776,588, according to data published last month. Rising fleet operating costs and continuing low rates will probably shift more freight toward for-hire carriers, “but that will certainly be an incremental thing,” Vise said. “It’s not that some of these private fleets will just shut down.” The choice of whether to use for-hire or in-house trucking isn’t about choosing either one or the other, and it’s not only about costs, experts told the Journal of Commerce. “Most of our customers, especially our larger ones, use all their options — private fleets, outsourced capacity, dedicated and for-hire trucking,” said Jim Lager, executive vice president of Penske Truck Leasing, an equipment and logistics supplier. “Technology is having a huge impact” on shippers’ decisions, Lager said. “The ability to track vehicles and product in route is at people’s fingertips now.” The common factor among Penske’s private fleet customers is “they want control,” he said. “They want their product to end up in their customers’ hands the way they want it to.” <h3>An inbound shift </h3>Traditionally, private fleets have been used more to haul outbound freight to customers. Now, shippers are working more closely with vendors and suppliers on the inbound side of transportation and distribution to find ways to move more freight in their in-house fleets. The shift is evident in data NPTC collected from a diverse group of more than 100 shippers with private fleets in its most recent annual benchmarking survey report, released Monday. Those shippers moved 43% of their inbound freight by private fleet last year. That compares with 35% the previous year and 31% in 2022, according to NPTC. The last time shippers relied as heavily on private fleets for inbound transportation was in 2021, when COVID-19 supply chain disruption hit its peak, NPTC’s data indicated. Greater use of private fleets for inbound transportation requires more sophisticated collaboration between shippers and their vendors and suppliers, Moore said. “Often they both will have private fleets,” as well as brokers and for-hire carriers, he said. When a vendor uses a customer’s private fleet to deliver to that customer’s warehouse, “that shows they’ve increased their understanding of the inbound logistics side.” Contact William B. Cassidy at <a href="mailto:bill.cassidy@spglobal.com">bill.cassidy@spglobal.com</a>.Senior Editor Ari Ashe contributed to this report. </div>

US shippers are expanding their use of private, in-house truck fleets, hauling more goods in their own trucks despite favorable for-hire spot market and contract rates. Growth in private fleets is slowing compared with a peak experienced during the COVID-19 pandemic, but it hasn’t stopped, industry experts told the Journal of Commerce. Shipments handled by private fleets increased 11.7% year over year in 2024, according to data released last week by the National Private Truck Council (NPTC). The need for more precise supply chain control and truck capacity is the reason given for greater reliance by shippers on in-house assets, and it is being enabled by technology. “The importance of the private fleet has become more elevated as shippers take greater control of supply chains,” especially since the COVID-19 pandemic, said Tom Moore, NPTC’s executive vice president. The change has been noted by industry analysts and for-hire carriers. Schneider National, a major truckload carrier and provider of dedicated fleet services, has seen the growth of private, shipper-owned fleets outpace the for-hire carrier market, Mark Rourke, CEO and president, told a Morgan Stanley investor conference Sept. 11. “For a number of years, we’ve kind of assessed the full truckload market to be about 50% for-hire, 50% private fleet,” Rourke said at the event. Coming out of COVID-19, “there’s been a shift” to 55% private fleet, 45% for-hire, Rourke said. “That’s a pretty big movement,” he said, although he thinks there are opportunities “to move the needle back toward 50-50” as truck fleet operating costs rise. “We’ve seen private fleets grow to the point where last year there were more employee truck drivers in private fleets than in for-hire truck transportation,” Avery Vise, vice president of trucking at FTR Transport Intelligence, said at an FTR conference Sept. 9. The total number of US private fleets, both interstate and intrastate, rose 15.9% from December 2019 through August 2025, according to Federal Motor Carrier Safety Administration (FMCSA) data, reaching 776,588, according to data published last month. Rising fleet operating costs and continuing low rates will probably shift more freight toward for-hire carriers, “but that will certainly be an incremental thing,” Vise said. “It’s not that some of these private fleets will just shut down.” The choice of whether to use for-hire or in-house trucking isn’t about choosing either one or the other, and it’s not only about costs, experts told the Journal of Commerce. “Most of our customers, especially our larger ones, use all their options — private fleets, outsourced capacity, dedicated and for-hire trucking,” said Jim Lager, executive vice president of Penske Truck Leasing, an equipment and logistics supplier. “Technology is having a huge impact” on shippers’ decisions, Lager said. “The ability to track vehicles and product in route is at people’s fingertips now.” The common factor among Penske’s private fleet customers is “they want control,” he said. “They want their product to end up in their customers’ hands the way they want it to.” An inbound shift Traditionally, private fleets have been used more to haul outbound freight to customers. Now, shippers are working more closely with vendors and suppliers on the inbound side of transportation and distribution to find ways to move more freight in their in-house fleets. The shift is evident in data NPTC collected from a diverse group of more than 100 shippers with private fleets in its most recent annual benchmarking survey report, released Monday. Those shippers moved 43% of their inbound freight by private fleet last year. That compares with 35% the previous year and 31% in 2022, according to NPTC. The last time shippers relied as heavily on private fleets for inbound transportation was in 2021, when COVID-19 supply chain disruption hit its peak, NPTC’s data indicated. Greater use of private fleets for inbound transportation requires more sophisticated collaboration between shippers and their vendors and suppliers, Moore said. “Often they both will have private fleets,” as well as brokers and for-hire carriers, he said. When a vendor uses a customer’s private fleet to deliver to that customer’s warehouse, “that shows they’ve increased their understanding of the inbound logistics side.” Contact William B. Cassidy at bill.cassidy@spglobal.com .Senior Editor Ari Ashe contributed to this report.

Trucking News

Truck brokers

US shippers expand use of private fleets despite low truck rates

Use code GTW695 at checkout and save $800 on first year of an annual Gold subscription!

Upgrade Subscription - Gold Trials

Become a Gold Subscriber and Save!

Arm your team with the most trusted information portal for the international container shipping industry.

Group Subscriptions - Wide Box

Get into a group subscription today

Use code ESSW30 at checkout to save 30% on a Silver or Silver Plus annual subscription! 

Subscribe Now - FT/Anonymous to S/SP - Wide Box

END OF SUMMER SALE EXTENDED

Use code ESSW595 at checkout to save $900 on first year of a Gold subscription and 20% on a TPM26 registration!

Upgrade Subscription - S/SP to Gold - Wide Box

Access Journal of Commerce content for 30 days

Free Trial - Wide Box

START A FREE TRIAL TODAY

Use code ESSGW995 at checkout to save $500 on first year of a Gold subscription and 20% on a TPM26 registration!

Subscribe Now - FT/Anonymous to Gold - Wide Box

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">

Opentug11.png

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>

Photo 2.png

SSA Marine Mexico: True Commitment to Sustainability

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

SMC3rates_shutterstock_5247046.jpg

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>

SMC3rates_shutterstock_5247046 (1).jpg

Filling the Supply Chain Education Gap with LTL Education Courses

START A FREE TRIAL: Access Journal of Commerce content for 30 days

Free Trial - Offer Box

Free Trial

END OF SUMMER SALE EXTENDED: Use code ESSW30 to save 30% on first year of a Silver or Silver Plus annual subscription!


Subscribe Now - FT/Anonymous to S/SP - Offer Box

SUBSCRIBE AND SAVE

GET INTO A GROUP SUBSCRIPTION: Arm your team with unlimited Journal of Commerce content

Group Subscriptions - Offer Box

Group Subscriptions

UPGRADE TO GOLD AND SAVE: Use code GTW695 at checkout and save $800 on first year of a Gold subscription!

Upgrade Subscription

END OF SUMMER SALE EXTENDED: Use code ESSW595 at checkout to save $900 on first year of a Gold subscription and 20% on TPM26! 

Upgrade Subscription - S/SP to Gold - Offer Box

END OF SUMMER SALE EXTENDED: Use code ESSW995 to save $500 on an annual Gold subscription and 20% on a TPM26 registration!

Subscribe Now - FT/Anonymous to Gold - Offer Box

A must-attend conference for shippers & logistics providers moving goods inland

Inland Conference - Rectangle Box

Attend Inland25

Monthly publication providing an editorial deep dive into global supply chain news

Journal of Commerce Magazine - Rectangle Box

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

Latest News

More News & Analysis

UP-NS merger could extend West Coast market share reach

Ocean carriers cut capacity to arrest Golden Week rate slide

Red Sea, Panama Canal led to poorer port performance in 2024: World Bank