Eric Johnson is the Journal of Commerce's Senior Editor, Technology, where he leads coverage and analysis of technology’s impact on global logistics and trade. Johnson regularly reports on how shippers, carriers across all modes, and logistics companies use software, as well as new concepts impacting core freight transportation processes like procurement, execution, visibility, and payment. Johnson is a regular presenter and moderator at industry events and webinars. Prior to joining the Journal of Commerce in May 2018, Johnson spent 13 years with American Shipper in a variety of roles, most recently covering logistics technology and leading the production of a series of benchmark studies on the logistics industry. Johnson has a bachelor’s in journalism from the University of Wisconsin and a master’s in international business from the University of Leeds, UK. He has lived and worked in Southern California, the UK, and India, and now resides in the Washington, DC, area.

<div class="phx-topic abstract-wrapper">European truckload broker sennder has vaulted into the upper reaches of venture capital-based logistics startups with a $160 million funding round and a $1 billion valuation.
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European truckload broker sennder has vaulted into the upper reaches of venture capital-based logistics startups with a $160 million funding round and a $1 billion valuation.

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<div class="phx-topic">A massive new funding round for truckload broker sennder could be a sign the European market, which has traditionally relied on convoluted multi-intermediary over-the-road brokerage relationships, is embracing digitally minded providers.Berlin-based sennder has landed a $160 million round of venture capital investment to build out its technology-oriented approach to cross-border trucking in Europe, one of the largest single rounds into a logistics company globally. The Series D investment follows sennder’s September <a href="https://www.joc.com/technology/freight-procurement-systems/german-truckload-broker-acquires-uber-freight%E2%80%99s-europe-business_20200916.html">acquisition of rival Uber Freight’s European business</a> unit and a July merger with French rival Everoad. The company is now valued at more than $1 billion.Since its founding in 2015, sennder had previously raised $100 million from VC firms to build a European analog to Convoy and Uber Freight in North America. For context, Convoy has raised $665 million at a valuation of $2.8 billion, while the global forwarder Flexport has raised $1.3 billion at a valuation of $3 billion.sennder, which has grown to 800 employees across seven offices over the past year, projects it will move more than 1 million truckloads this year. In particular, the firm focuses on connecting small and mid-sized carriers with large volume shippers.<h2>Emphasis on engineering, expansion</h2>The broker said it will deploy $100 million of the funding round on technology development, channeling it toward expanding its engineering team with a focus on “automation, digitalization, optimization, and decarbonization of road freight.” The rest of the funding will go toward driving expansion into new European markets, including to support an existing joint venture with Italy’s postal service provider, Poste Italiane.“We are now an established industry player on equal terms with other more traditional sector pioneers, but have maintained our founding spirit,” CEO David Nothacker said in a statement Wednesday.Nothacker told JOC.com in September that the unique characteristics of the European truckload industry has traditionally made it difficult for brokers to be successful at scale. That’s because the market is dominated by smaller fleets and family owned carriers that tend to use company-issued phones, with load decisions made by the dispatcher, not a driver.“We did not succeed with [a driver-oriented] app, we succeeded with a system that helps the dispatcher that integrates with the telematics systems on the trucks,” he said. sennder’s main aim is to eliminate the unique inefficiencies inherent in truckload brokerage in Europe; trucking brokers are referred to as freight forwarders in Europe. Loads are often double- and triple-brokered due to what Nothacker described as a regulatory heritage that necessitated that brokers maintain licenses in individual countries in Europe. As a result, shippers need to work through multiple intermediaries to get location status or resolve a late arrival, and the various intermediaries involved in finding capacity end up with lower margins.Contact Eric Johnson at <a href="mailto:eric.johnson@ihsmarkit.com">eric.johnson@ihsmarkit.com</a> and follow him on Twitter: <a href="https://twitter.com/LogTechEric">@LogTechEric</a>.</div>

Logistics Technology News

Truck brokers

sennder investment to fuel digital European truck brokerage growth

<div class="phx-topic abstract-wrapper">A partnership between widely used rate management software provider Portrix and container line digital quoting platform BlueX Trade is yet another sign of the need for forwarders to get direct access to digital quotes offered by carriers.</div>

A partnership between widely used rate management software provider Portrix and container line digital quoting platform BlueX Trade is yet another sign of the need for forwarders to get direct access to digital quotes offered by carriers.

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<div class="phx-topic">Two technology companies catering to the liner shipping industry have partnered to convey digital quotes offered by container lines to forwarders using rate management software.The partnership, between Hamburg-based Portrix Logistic Software and San Francisco- and Taipei-based BlueX Trade, enables Portrix customers in Europe, Asia, and North America to digitally search and compare ocean freight rates directly from BlueX-affiliated container lines. Over the past 15 months, BlueX has built digital quoting and <a href="https://www.joc.com/maritime-news/container-lines/evergreen-line/evergreen-ties-bluex-provide-online-booking_20191112.html">booking platforms for carriers Evergreen Line</a> and <a href="https://www.joc.com/technology/freight-procurement-systems/yang-ming-offer-online-container-quoting-bluex_20201124.html">Yang Ming</a>. The company <a href="https://www.joc.com/technology/freight-procurement-systems/bluex-and-catapult-partner-instant-quotes_20201215.html">tied up a similar partnership</a> in December with Catapult, a rate management system rival of Portrix that in 2020 was acquired by forwarding software provider Magaya.Rates are piped into Portrix’s Global Price Management (GPM) product via a BlueX application programming interface (API) from its connected carriers. BlueX is pursuing other carriers beyond Evergreen and Yang Ming to use its platform.BlueX CEO Sean O’Malley said in a statement that the company’s goal is to provide a “one-stop freight API” that providers such as Portrix and Catapult can use to enable faster and more accurate ocean freight procurement for its customers.“Our partnership with BlueX enables access to multiple carriers’ rate data through a single API, giving our freight forwarders the digital procurement experience they need to be successful,” Portrix CEO Henning Voss said in the statement.The BlueX partnership is one of a long list of such tie-ups Portrix has made over the past two years with a variety of complementary software providers, including <a href="https://www.joc.com/technology/logistics-technology-providers/xeneta/portrix-tie-advances-xeneta%E2%80%99s-forwarding-software-integration_20191007.html">freight rate benchmarking platform Xeneta</a>, automated <a href="https://www.joc.com/technology/freight-procurement-systems/freightender-portrix-mesh-forwarder-quoting-tools_20200930.html">tendering software provider Freightender</a>, and <a href="https://www.joc.com/technology/logistics-technology-providers/searoutes-gaining-traction-ocean-freight-carbon-calculation_20201204.html">carbon footprint calculation technology</a> company SeaRoutes. Additionally, in June, <a href="https://www.joc.com/technology/freight-procurement-systems/kontainers-deal-adds-online-quotes-descartes-rate-management_20200611.html">Portrix partnered with BlueX competitor Kontainers</a>, prior to Kontainers being acquired by Magaya rival Descartes.Connections to digital platforms that build white-labeled quoting and booking tools for carriers are expected to grow as more container lines and forwarders build such capability. Maersk CEO Søren Skou noted in 2020 that <a href="https://www.joc.com/technology/freight-procurement-systems/instant-quoting-will-be-must-have-liner-carriers-maersk-ceo_20200902.html">online quoting</a> would become “table stakes” for container lines in the near future. It’s still not clear how much traction such tools are getting market-wide. But publicly available indicators — namely usage updates from Maersk and Hapag-Lloyd in their quarterly earnings reports — show increased usage of digital quoting, especially among forwarders.BlueX Trade chief operating officer Vivian Chiang is participating on a panel about the <a href="https://events.joc.com/tpm/program/sessiondetail.html?sid=3404&amp;tsid=802093">state of online ocean freight quoting</a> at TPM21.Contact Eric Johnson at <a href="mailto:eric.johnson@ihsmarkit.com">eric.johnson@ihsmarkit.com</a> and follow him on Twitter: <a href="https://twitter.com/LogTechEric">@LogTechEric</a>.</div>

Container lines

Software partnership propels ocean freight online quoting momentum

<div class="phx-topic abstract-wrapper">Shippers have used the spot trucking market to account for volume surges in 2020, but they can use data to better calibrate their contracts, including short-term deals, freight procurement expert Heather Mueller tells JOC Uncharted.</div>

Shippers have used the spot trucking market to account for volume surges in 2020, but they can use data to better calibrate their contracts, including short-term deals, freight procurement expert Heather Mueller tells JOC Uncharted.

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<div class="phx-topic">US surface transportation shippers doubled their dependence on securing capacity via the spot market in December largely due to demand outpacing contracted services, showing the need to better analyze market data to make strategic procurement decisions, according to the chief operating officer of the transportation consultant Breakthrough.<div class="wrapper-narrow float-right-element"><img src="/images/phoenix/5255465_1.0.PNG"></img>l</div>Heather Mueller told <a href="https://www.joc.com/uncharted/uncharted-episode-30">JOC Uncharted</a> Wednesday using data that captures the nuances of shippers’ networks and the broader market can help them make better informed decisions about what needs to go to spot versus what can be awarded via contract.Green Bay, Wisconsin-based Breakthrough tracks more than $18 billion in freight spend and saw that the usage of the spot market grew from approximately 20 percent historically to 40 percent last month.“That comes at a cost premium,” Mueller said. “In some cases, we're looking at about a 60 cent-per-mile difference between a contracted rate and a spot market rate in today's environment. And so shippers are really keen to find solutions that are contracted and can offer more price stability to meet the new volume needs that they had.”<h2>Examination of contract process</h2>The COVID-19 pandemic has instigated a reconsideration of not only contracts in general, but also the traditional length of contracts and getting away from what Mueller referred to as the “big bang” approach to freight procurement — i.e., a reliance on an annual request for proposal (RFP) process.“We need competitive market rates, we need capacity solutions, and we need service guarantees,” she said. “But what we're seeing is there's so much more data available today about where capacity could be procured and what appropriate rates are that perhaps an approach to right sizing — mini-bids, or really locking in relationships and prices and capacity solutions that work well for shippers and carriers — is of interest.“Certainly we think contract freight is not going away,” Mueller added. “And when we're talking about enterprise-level shippers that are moving freight across the United States, not everything can be done on the spot market.”That nuance is what led Breakthrough to develop a data management platform designed to illuminate missed procurement opportunities for shippers that lacked insight beyond their own organizations.“We realized that we were gathering this really robust footprint of data,” Mueller said. “With that type of shipper data, and understanding what the ecosystem of freight looks like throughout the United States, we could really give them some unique opportunities to understand what the supply and demand balance of trucks look like in their key origins or destination points. And what the appropriate contract price guidance should be.”<h2>‘Blind to outside dynamics’</h2>Dubbed FELIX, Breakthrough’s platform essentially lets shippers match the characteristics and needs of their own networks against those of the broader market.“Our shippers have an incredibly nuanced understanding and deep data about their own networks,” Mueller said. “But they often are pretty blind to the transportation network dynamics that are happening around them.”As an example, she pointed to two industries at opposite ends of the demand spectrum in 2020: a manufacturer of food products and a manufacturer of automobile products both located in the same geographic area, with the automobile industry seeing a pause in demand at the start of the pandemic and the food producer seeing a surge in demand.“It would be so valuable for that shipper that was having surging capacity to know that there were assets near them that could be used,” she said.Without that information, the food shipper is more likely to turn to the spot market to meet its surge needs, which comes at a price premium, she added.Mueller said the number of surface transportation shipments rose 10 percent year over year in 2020, but that “the experience was certainly varied across equipment types and based on regions.” She attributed the increase primarily to pandemic-induced changes in consumer behavior. “We are buying more goods because we can't consume services, so we just demand more products be moved across the country.”That demand for goods, and difficulties in sourcing capacity on certain lanes, is translating to low inventory levels among US importers.“What we're seeing is that that inventory build, especially for retail, remains really quite low,” Mueller said. “Sales are outpacing the rate at which inventory is coming into the country.”She suggested that “high levels of consumption are going to persist, at least through the first half of 2021,” which should push shippers to scrutinize their procurement plans.“We get a lot of spot market buzz,” she said. “But we do try to remind shippers that there's a difference between spot market rates and contract rates. And knowing what that difference is can allow you to know the payoff, to dig into what contract solutions look like at a national level. There's almost always opportunities, and being able to tease out not the average story, but the actual story, at each one of your individual locations is essential.”For more information on the weekly JOC Uncharted web series, airing Wednesdays at 11 a.m. EDT, including future speakers and discussion topics, please visit <a href="https://subscribe.joc.com/uncharted/">https://subscribe.joc.com/uncharted/</a>.Contact Eric Johnson at <a href="mailto:eric.johnson@ihsmarkit.com">eric.johnson@ihsmarkit.com</a> and follow him on Twitter: <a href="https://twitter.com/LogTechEric">@LogTechEric</a>.</div>

Trucking News

JOC Uncharted: Shippers urged to use data to combat spot rate premiums

<div class="phx-topic abstract-wrapper">Budget limitations are forcing forwarders to choose between investing in customer-facing tools that could help grow their market share or back-end automation that could help them extract more profit from existing business.</div>

Budget limitations are forcing forwarders to choose between investing in customer-facing tools that could help grow their market share or back-end automation that could help them extract more profit from existing business.

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<div class="phx-topic">This story appears in the print edition of the Jan. 4, 2021, Journal of Commerce Annual Review and Outlook.Multimodal forwarders have a decision to make in 2021 that’s less about whether to invest in technology to serve shippers than it is about which type of investment to make.As Phil Blumenthal, former executive at the freight rate marketplace Freightos, put it to JOC.com in November, global third-party logistics providers (3PLs) are way past the point of being aware of the need to invest in systems. They are now sophisticated buyers in a market inundated with solutions aiming to resolve problems with quoting, tracking, optimizing, and analyzing data, among a host of other issues.The dilemma surrounds deciding which investment path to choose: a customer-facing tool that promises broader market reach and a reduction in the cost of sales, or a back-end tool that automates a process or removes an inefficiency, either of which helps a forwarder expand its operating margins. Put another way, the question boils down to whether resources should be focused on growing a forwarder’s potential market share or on extracting more profit from its existing business.For forwarders with enough investment firepower, these are not mutually exclusive goals. But many 3PLs are faced with directing their resources in one of those directions or the other, simply because they don’t have a large enough budget to tackle multiple systems investments, or because such a multifaceted project would be too much to handle all at once.<h2>Front-end focus</h2>Much of the initial focus of digital forwarders, or software startups seeking to enable forwarders, has been on the customer interface. There were two primary reasons for this. First, that area was one of traditional underinvestment, meaning incumbent forwarders invested in operational systems intended to help them serve customers effectively, but in a manner their customers wouldn’t directly see. That was by design, because shippers largely used forwarders to help them solve problems, not necessarily to provide transparency.Second, early founders in the current cycle of startups theorized that freight should be as easy for shippers to manage as consumer applications are. While this idea was well-intentioned, most founders learned it is easier said than done.Established forwarders have on numerous occasions in 2020 told JOC.com that only a certain proportion of the shipment life cycle can be automated or boiled down to a simplified online transaction. It is clear, therefore, that digitizing and automating the operational side of the business is the more difficult, but potentially more impactful, problem to tackle.In that context, a horde of technology providers have stepped into the void, building everything from document contextualization software to bot programs to workflow and collaboration tools to analytics dashboards.All of these tools — and there are a lot of them — are focused on what forwarders have traditionally concerned themselves with, namely back-end operations. But these new platforms are built with modern architecture, making them easier to use and simpler to integrate with a forwarder’s existing systems or other complementary software. That’s why there have been so many permutations of forwarding software partnerships; systems today, by and large, play nicely with one another.<h2>Looming giants</h2>In the background, the driving force for all this investment is the three-pronged threat of large container lines seeking to absorb forwarding business through integrated service offerings, e-commerce platforms such as Amazon and Alibaba spreading their wings in the world of international logistics, and Flexport, the digital forwarder that kickstarted the current phase of 3PL self-examination.Most forwarders are on guard, but they are rising to the competitive challenge in numerous ways. Some are gravitating to regional forwarding alliances in Asia, the Middle East, and South America. These alliances are similar to version 2.0 of the erstwhile forwarder alliance model, which basically created an agency network built on relationships, not technology. These new alliances, such as Shanghai-based AI Logistics Alliance, Switzerland-based OceanX and Worldwide Independent Network, Singapore-based Centrolene, and Brazil-based Parnity, are centered more around technology that each member can leverage than on simply building a Rolodex of contacts in specific markets.These alliances make available to forwarder members common technology platforms that are more affordable than they could individually manage and that enable sharing of shipment data between partners through integration.Individual forwarders and non-vessel-operating common carriers (NVOs) are tackling the mandate to be more technologically proficient head-on. Minneapolis-based Navegate, for example, operates as a traditional forwarder but has also built standalone software-as-a-service (SaaS) tools to diversify its revenue and to expand the amount of data to which it has access. New York–based Jaguar Freight is using a mix of in-house-developed systems and off-the-shelf software to build a framework that helps it attract and retain customers. Dallas-based NVO Sealink International is recasting itself as a digital services company; it only takes electronic bookings from customers and in October launched a SKU-level visibility tool for customers.Ocean carriers offering end-to-end services such as Maersk and CMA CGM, Amazon, and Flexport present threats to various categories of forwarders, but this remains a diffuse market defined by its aggregate ability to adapt and survive.As Julian Alvarez, CEO of the forwarding technology provider Logixboard, said during the virtual JOC LogTech20 conference in October, cargo owners will be the beneficiaries from forwarders knowing they need to invest, whether they put their money into back-end operational software or customer-facing solutions.“The idea that the market will consolidate in the hands of a few is a fallacy. As long as mid-market forwarders adapt and adjust, there’s definitely a path for them to continue to be successful,” Alvarez told JOC.com in July. “The one that ends up winning is the shipper, because they’re getting better tooling all the way around.”<div class="wrapper-narrow float-right-element"><img src="/images/phoenix/5255656_1.0.png"></img>l</div>Contact Eric Johnson at <a href="mailto:eric.johnson@ihsmarkit.com">eric.johnson@ihsmarkit.com</a> and follow him on Twitter: <a href="https://twitter.com/LogTechEric">@LogTechEric</a>.</div>

Outlook 2021: Forwarders face technology investment crossroads in 2021

<div class="phx-topic abstract-wrapper">The third party logistics provider SEKO Logistics has its eyes on tripling revenue over the next five years, leading it to turn to the private equity market for investment for the second time in five years.</div>

The third party logistics provider SEKO Logistics has its eyes on tripling revenue over the next five years, leading it to turn to the private equity market for investment for the second time in five years.

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<div class="phx-topic">Private equity firm Ridgemont Equity Partners has acquired a majority stake in global forwarder SEKO Logistics for an undisclosed sum, a deal designed to help fuel SEKO’s organic and acquisition-based growth ambitions, the companies said Thursday.Charlotte, North Carolina-based Ridgemont, a middle-market buyout and growth equity investor, will take over as SEKO’s lead investor from Greenbriar Equity, a New York-based firm that will retain a stake in the forwarder. The exact size of the stakes in SEKO by Ridgemont and Greenbriar were not disclosed.The deal signifies private equity’s interest in backing third-party logistics (3PL) providers focused on growth sectors such as e-commerce fulfillment and value-added services beyond freight capacity.SEKO president and CEO James Gagne told JOC.com in an interview Tuesday the new investment will aid SEKO’s plans to triple in size over the next five years. In a statement, the company said it has grown revenue three-fold under the ownership of Greenbriar, which acquired a majority share of the 3PL in 2015. The new investment caps a months-long search for a new growth partner for SEKO, which <a href="https://www.joc.com/international-logistics/logistics-providers/seko-eyeing-acquisitions-part-private-equity-transition_20190604.html">JOC.com first reported in May 2019</a>.“The idea three years ago was to scale and grow the value for customers and shareholders by having a network of owned gateways in key US and global markets, and then working with strategic partners in gateways we didn’t need to own,” Gagne said. “We’re not trying to be in 200 countries or own operations in every part of the world. We want to own operations in critical nodes that will enable our partners to be better and faster for our clients.” Greenbriar enabled that strategy to take shape, Gagne said, including helping to fund acquisitions of a series of service providers focused on the growth in cross-border e-commerce.<h2>Next growth phase</h2>“We looked at our capital structure and wanted to bring in an investor to propel the next phase,” he said. “Ridgemont fits into that category of a mid-market-focused firm. They are about growth investments.”Gagne said SEKO sold Ridgemont on its hybrid approach to forwarding.“You need discipline about knowing what you’re good to great at, and what you’re not great at, and focusing on what you’re great at, and then monetizing and scaling it,” Gagne said, in reference to what is making certain 3PLs attractive to PE investors. “It’s not just, ‘I have a global footprint and I have a decent capacity play.’”SEKO’s strategy over the next five years is focused on three “strategic service segments,” as Gagne referred to them: cross-border e-commerce; white glove, high-touch logistics services; and value-added forwarding services. Those areas, he said, have driven the company’s growth in the last five years, and the need for them has accelerated during the COVID-19 pandemic. He said the investment will be used for acquisitions, to develop its technology solutions, and to further expansion in key geographies in Europe, North America, and Asia.Demand for white glove services isn’t just attached to home delivery services for high-value or large retail items, but also to sectors such as healthcare, tech, data, and financial services, Gagne said.Itasca, Illinois-based SEKO, founded in 1976, operates 120 offices in 40 countries. The period under Greenbriar’s ownership saw the company transition from its legacy franchise-based model to its current owned-gateway model. Those gateways include major freight nexuses in North America, including Los Angeles, New York, Chicago, and Atlanta, as well as key hubs in Europe and Asia.The franchisee model enabled stations to be run entrepreneurially, connected by common technology, and SEKO relied on organic growth over its first 40 years of operation. The search for a new equity partner last year coincided with a new appetite for acquisitions. In the last two years, it acquired GoodShip International, a trade compliance-focused forwarder, and cross-border e-commerce and airfreight specialist forwarder Air-City. It also purchased a majority position in its strategic partner, Omni-Channel Logistics Australia, to grow its e-commerce and technology solutions for retailers, pure-play e-tailers, and e-commerce marketplaces and platforms.<h2>Unique reinvestment by Greenbriar</h2>The idea that SEKO is not done growing is bolstered by Greenbriar’s renewed investment in the company, the first time the PE firm has reinvested in a company in its 20 years. Typically PE firms invest in companies over a defined period and then sell to another buyer or set of buyers.“The addressable market for us is large enough for us to grow three times, and for our competitors to also grow,” Gagne said. He said the benefit for shippers in value-added forwarding services is in helping them pivot amid drastic changes to global supply chains in 2020.“Many companies are figuring out how to ensure a continuity of supply without totally overhauling their just-in-time structure,” Gagne said. “A shipper can’t build up five to six additional inventory turns, but it also can’t be as lean as it was pre-COVID.”SEKO will focus on helping larger shippers “make inventory more fungible,” he said, as well as enabling cross-border e-commerce and direct-to-consumer home delivery, where a brand bypasses a traditional retailer. “This exploded during COVID and it will continue,” said Gagne. “The solution sets we’ve developed here are a big part of the thesis going forward.”Gagne pointed to Ridgemont’s like-minded focus on technology as another area of common thought between the two companies. SEKO has been leaning on a build, partner, or buy approach to technology the past few years, as opposed to building purely proprietary solutions or wholly outsourcing its technology needs to a third-party provider.“Ridgemont has known SEKO for many years and we have admired what the management team and Greenbriar have accomplished together,” Ridgemont partners Rob Edwards and Tim Dillon said in a joint statement. “SEKO has a globally diverse operation with a difficult-to-replicate footprint and a remarkable high-touch service offering. We are excited to continue growing the company by expanding its global reach, broadening its unique capabilities, and enhancing its strategic partner network.”Ridgemont’s other investments in logistics companies include Unishippers Global Logistics and Worldwide Express. The company had previously invested in Transportation Insight.Contact Eric Johnson at <a href="mailto:eric.johnson@ihsmarkit.com">eric.johnson@ihsmarkit.com</a> and follow him on Twitter: <a href="https://twitter.com/LogTechEric">@LogTechEric</a>.</div>

Private equity firm acquires majority stake in SEKO to fuel growth ambitions

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

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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

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Shippers save money, time with automated transportation bidding tools

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

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Filling the Supply Chain Education Gap with LTL Education Courses

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<div class="phx-topic abstract-wrapper">Marianne Rowden, the longtime public face of a key importer-exporter lobbying group, is stepping down at the end of March as e-commerce growth makes the interaction between shippers and the public sector all the more vital.</div>

Marianne Rowden, the longtime public face of a key importer-exporter lobbying group, is stepping down at the end of March as e-commerce growth makes the interaction between shippers and the public sector all the more vital.

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<div class="phx-topic">Marianne Rowden will step down as president and CEO of the American Association of Exporters and Importers (AAEI) on March 31, the organization said on Tuesday.Rowden, who has headed the organization since 2009 and initially joined as general counsel in 2004, is a prominent voice in the field of customs compliance and trade policy at a national and global level.She is leaving to pursue new opportunities, AAEI chairwoman Susie Hoeger said in a statement; a committee to search for Rowden’s replacement has already been created.AAEI, which is based in Washington, DC, advocates on behalf of US importers and exporters on trade policy issues before the Congress and multilateral organizations, including the World Trade Organization (WTO) and the World Customs Organization (WCO).“Throughout her tenure, Marianne has been the face of AAEI and has developed and maintained vital relationships throughout the importing and exporting community in the US and abroad,” Hoeger said.Hoeger noted Rowden’s work on developing trade advocacy documents related to homeland security, advanced data requirements, trusted trader programs, and duty drawback simplification. She has testified before numerous government agencies, including US Customs and Border Protection (CBP), the Census Bureau, and the Environmental Protection Agency (EPA).AAEI, with Rowden at the forefront, has been a key conduit between shippers, public policy decision makers, and enforcement agencies, enjoying a strong relationship with CBP in particular. Rowden was also lauded by Hoeger for her work with international trade associations “to solidify AAEI’s position as a global thought leader on trade policy, and was instrumental in the development of many private sector standards, particularly related to online commerce.”Rowden’s departure comes at a time when importers and exporters are seeking to better <a href="https://www.joc.com/regulation-policy/customs-regulations/us-customs-regulations/outlook-2021-new-us-%E2%80%98trusted-trader%E2%80%99-programs-likely-be-mandatory_20201228.html">maximize their involvement in trusted trader programs</a>, such as the Customs-Trade Partnership Against Terrorism (C-TPAT). They are also seeking to find ways to minimize customs-related barriers as cross-border trade evolves toward a larger reliance on e-commerce and smaller shipments.Contact Eric Johnson at <a href="mailto:eric.johnson@ihsmarkit.com">eric.johnson@ihsmarkit.com</a> and follow him on Twitter: <a href="https://twitter.com/LogTechEric">@LogTechEric</a>.</div>

Eric Johnson, Senior Technology Editormail

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AAEI head Rowden departing after 12 years at the helm