Susan Oatway joined the Journal of Commerce by S&P Global Inc in January 2023 as senior research analyst for multipurpose and project shipping. Her focus is on the multipurpose, breakbulk, project cargo, and related shipping markets, including roll-on, roll-off and refrigerated shipping. Oatway began her career with P&O Bulk Shipping in 1989 and progressed through a variety of senior planning and commercial roles before joining Drewry Shipping Consultants' dry bulk shipping team in 1997. In addition to serving as Drewry's principal breakbulk and multipurpose analyst since 2004, she co-authored Drewry’s regular reefer shipping report and also worked as a maritime consultant, providing analysis for shipping companies, financial institutions, and other institutional clients during her career in the maritime industry. She holds a BSc in Combined Sciences and is a Fellow of the Institute of Chartered Shipbrokers.

<div class="phx-topic abstract-wrapper">Having tentatively returned to Red Sea transits, multipurpose and heavy-lift vessels are again shunning the route in favor of the safer but longer passage around southern Africa.</div>

Having tentatively returned to Red Sea transits, multipurpose and heavy-lift vessels are again shunning the route in favor of the safer but longer passage around southern Africa.

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<div class="phx-topic">The number of multipurpose and heavy-lift (MPV/HL) vessels transiting the Bab el-Mandeb Strait has slumped of late after a spring rally — a direct consequence of the renewed attacks on commercial ships in the Red Sea. Exclusive research of S&amp;P Global Market Intelligence data undertaken by the Journal of Commerce revealed a 21% drop in transits from mid-June to mid-July. S&amp;P Global is the parent company of the Journal of Commerce. <div class="wrapper-narrow float-right-element"><img src="/images/phoenix/6052287_0.1.jpg"></img></div>The Houthi attacks on the bulk carriers MV Magic Seas and MV Eternity C on July 6–7 were the first significant attacks since November 2024 and marked the first sinking of a vessel since June 2024. The escalation occurs against the backdrop of ongoing geopolitical tensions in the Middle East, prompting shipowners to increasingly reroute vessels toward the Cape of Good Hope route around southern Africa. Transits through the Bab el-Mandeb Strait started to pick up from a low of 48 in March 2025 to June’s high of 71 MPV/HLs, according to S&amp;P Global data. The ongoing issues in the region have impacted trade flows for the breakbulk and project cargo sector; indeed, over the last 10 months, the type of MPV transiting the Red Sea has fundamentally changed. In the 2024 fourth quarter, 32% of these vessels were heavy-lift capable. That rose to 36% in the first quarter and 42% in the second quarter, according to the data. This suggests that some project carriers had returned to the Bab el-Mandeb Strait route before the most recent attacks. The Journal of Commerce defines heavy-lift as vessels capable of a lift in excess of a 240-metric-ton safe working load. <div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="50d2af41-b7bf-4444-ae65-2d9ac8f50290"></dynamic-object></div>Between Sept. 17 and Nov. 16, 2024, 173 vessels transited the strait, according to S&amp;P Global’s Maritime Intelligence Network data. Of those, 33% were operated by Chinese concerns, 19% Ethiopian, 6% French and 4% Turkish operators. From May 17–July 17, the number of transits dropped to 129, of which 44% were Chinese operators, 11% Ethiopian and 9% Turkish. <h3>Double-paying Suez transit fees </h3>Speaking to the Journal of Commerce, a shipper said that they were still chartering vessels to discharge in the Red Sea but via entry through the Suez Canal at the Mediterranean end of the Red Sea. These northern Red Sea transits by the MPV/HL fleet increased after the November 2024 attacks and had started to fall away again prior to June 2025. Reaching the Red Sea via the Mediterranean increases costs for shippers as the carrier enters the canal southbound laden but exits northbound in ballast, paying Suez Canal transit fees twice. The shipper said that double canal fees were more preferable than not being able to secure tonnage for projects in the region. Rerouting vessels around southern Africa adds an additional 10 to 14 days to Asia-Europe transits and takes capacity out of the market. Over 2025, the MPV/HL charter market responded to the lull in the Houthi attacks with freight rates dropping 5% from January’s high, according to Toepfer’s Multipurpose Index (TMI). However, the escalation of the Israel-Iran conflict in early June pushed rates up again as the market faced renewed concerns. Contact Susan Oatway on <a href="mailto:susan.oatway@spglobal.com">susan.oatway@spglobal.com</a>. </div>

Maritime

Breakbulk carriers

Heavy-haul transport

Asia-Europe

Breakbulk News

New Houthi attacks slash MPV northbound transits via Red Sea

<div class="phx-topic abstract-wrapper">A divergence from the weakening container sector has seen the MPV trade hold steady, although the potential for a breakbulk cargo grab by container lines cannot be discounted.</div>

A divergence from the weakening container sector has seen the MPV trade hold steady, although the potential for a breakbulk cargo grab by container lines cannot be discounted.

<div class="phx-topic">Multipurpose ship operators are keeping a weather eye on a demand slump in the competing container ship sector, plummeting container freight rates and an expected deluge of new container ship capacity, fearing it will prompt mode-malleable cargoes to literally jump ship. <div class="wrapper-narrow float-right-element"><img src="/images/phoenix/6000435_0.1.jpg"></img></div>The container sector is bracing for a notable contraction, echoing challenges not seen since the early days of the pandemic. Multiple factors are contributing to this slump — a slowing economy and slowing retail sales among them. Conversely, the multipurpose/heavy-lift (MPV/HL) sector is eyeing modest growth for 2025, according to exclusive Journal of Commerce analysis, albeit clouded by economic headwinds and regulatory questions. But that growth outlook could diminish if more-than-expected breakbulk cargoes shift to cargo-starved container ships in that forecast period.Seaborne dry cargo trade — a catch-all group that includes dry bulk, dry containerized and general cargo — was expected to grow at an average of just 1% per year to 2026, according to an April 2025 forecast from S&amp;P Global Market Intelligence. This forecast was almost halved from the January 2025 forecast report. S&amp;P Global is the parent company of the Journal of Commerce.<div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="7015183f-ea29-4c3b-996a-b9b99d2e80ae"></dynamic-object></div>Container carriers have some tools to manage the influx of newbuildings: the capacity that arrived in the market over the first quarter of 2025 was mitigated by blank sailings, slower steaming and the withdrawal of capacity in terms of idling, according to container sector experts. But as the situation worsens, this may not be enough, and falling container rates could tempt some cargo traditionally moved as breakbulk to containers. With the pressures from competing sectors, MPV/HL rates are expected to soften, although shippers attending the Journal of Commerce’s Breakbulk and Project Cargo Conference last month said they did not expect them to fall off a cliff the way containers have.<h3>Stark order book differences </h3>The broader dynamics within the MPV/HL fleet differ starkly from the container sector. The MPV order book is much more modest and is equivalent to just 9% of the operating fleet, according to a Journal of Commerce analysis. Fleet growth projections are equally restrained at an average 1.7% per year to 2029. <div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="153f6b09-2be5-4feb-ac85-4667ff36b8c1"></dynamic-object></div>However, there are downsides to the limited ship supply pipeline, too. Shippers speaking to the Journal of Commerce have raised concerns about capacity going forward, especially for project cargo that needs heavy-lift vessels or deck carriers. “Our biggest challenge is capacity — is this going to be sustainable in the future? If you can’t get a space at all, that’s a bigger problem than a rise in fees,” one shipper said.In contrast, the project cargo sector, while not immune to global economic trends, presents a different outlook. Project cargo is for the longer term; there is a steady flow of cargo expected over 2025 as projects that have reached a final investment decision are already looking to charter tonnage. Looming over all sectors has been the United States Trade Representative’s (USTR’s) Section 301 investigation and potential import tariffs on breakbulk and project cargoes. In the latest iteration of the proposed legislation <a href="https://www.joc.com/article/scaled-back-ustr-port-tariff-to-hit-chinese-carriers-hardest-5987549">released April 17</a>, the majority of the MPV/HL fleet would escape the proposed fees targeting Chinese shipbuilding and ownership. However, for affected Chinese-owned vessels, costs could be substantial, according to Journal of Commerce calculations. Based on the initial $50 per net ton, the charges range from an average $280,000 to near $990,000 per ship for the open hatch MPVs that are significantly bigger. Still, another shipper cautioned that the USTR Section 301 is “not a done deal” and “does not exist in isolation.” “There is a bigger picture we need to be mindful of,” the source said, pointing to the US Federal Maritime Commission’s <a href="https://www.joc.com/article/fmc-probes-ocean-chokepoints-as-trump-looks-to-rule-the-waves-5962937">investigation on global chokepoints</a> as another “one to watch.”Contact Susan Oatway at <a href="mailto:susan.oatway@spglobal.com">susan.oatway@spglobal.com</a>.</div>

Container Shipping News

Project cargo

Container sector challenges cast shadow over MPV demand

<div class="phx-topic abstract-wrapper">Shipowners in the sector view the ambitious SHIPS for America legislation as unrealistic, with the domestic shipbuilding industry under-skilled and lacking the capacity needed to meaningfully contribute to the specialized MPV fleet.</div>

Shipowners in the sector view the ambitious SHIPS for America legislation as unrealistic, with the domestic shipbuilding industry under-skilled and lacking the capacity needed to meaningfully contribute to the specialized MPV fleet.

<div class="phx-topic">The lofty ambitions of the proposed <a href="https://www.joc.com/article/us-flag-vessel-owners-investors-tout-wave-of-support-for-expanding-fleet-5819921">SHIPS for America Act</a> could have ramifications for the global multipurpose vessel (MPV) fleet, but only if it manages to achieve the tall order of injecting new life into the US’ stagnating shipbuilding industry.<div class="wrapper-narrow float-right-element"><img src="/images/phoenix/5935841_0.1.jpg"></img></div>The bipartisan act seeks to rebuild the US shipbuilding industry and make US-flagged vessels commercially competitive. At the same time, it aims to reduce the dominance of China on the US maritime fleet. That last goal might be the hardest to achieve, however. In 2024, China delivered 34% of all newbuildings to the global fleet, compared with 11% from Japan, 7% from South Korea and just 2% from the US, according to S&amp;P Global, parent company of the Journal of Commerce. A year earlier, China was the number one shipbuilder in the world, accounting for 50.7% of global shipbuilding in gross tons, whereas the US was ranked 15th with a market share of just 0.1%, according to the UNCTAD Review of Maritime Transport 2024. <div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="c2866ed5-af04-4a92-8187-96d99d694de3"></dynamic-object></div>Title IV of the SHIPS Act establishes the Strategic Commercial Fleet Program, with the goal of creating a fleet of 250 privately owned, US-built, US-flagged, US-crewed vessels that operate in international trade. One multipurpose ship owner told the Journal of Commerce that the capacity to build general cargo vessels and the timelines set out in the proposed bill are “not realistic.” The cost to build an MPV vessel in the US — if capacity and specialization were available, which they are not — is currently about four to five times the cost to build in Asia, particularly China. Additionally, costs to operate under the US flag are significantly more than under the popular open registry of Panama. Therefore, any MPV built and maintained under the parameters of the act would be considerably more expensive to operate. The legislation has an answer for that: The fleet program will provide annual support payments to cover that difference in capital and operating costs. MPVs would be included in the US fleet for seven years and therefore eligible for the payments, with the option to renew twice. However, this assumes a vessel lifespan of just 21 years, which, in MPV terms, is at least nine short of expected demolition.<h3>Notable omission of cargo preference</h3>There are also concerns among US-flag shipowners who spoke with the Journal of Commerce that, although the act talks about shipbuilding and ownership, there is little in it related to cargo preference. “Cargo preference” is the general term used to describe US laws, regulations and policies that require the use of US-flag vessels in the movement of cargo that is owned, procured, furnished or financed by the US government. For US Export Import Bank (EXIM) cargo, the percentage required is 100%; for civilian agency cargo, it is 50%. Increasing the cargo preference requirements may come further down the line, though, as the act aims to establish a commercial cargo preference, requiring that within 15 years, 10% of all cargo imported into the US from China will be imported on US-flag vessels. Title IV of the act also increases the percentage of US government cargo that must sail on US-flag vessels from 50% to 100%. But there is no mention of an increase in general cargo preference, crucial for MPVs. For the legislation to be successful, MPV shipowners have told the Journal of Commerce that there need to be guarantees on cargo running in parallel with the investment in shipbuilding — or shipowners will not sign on the dotted line. Yard capacity is another barrier to success. The two main yards that build commercial (as opposed to military) vessels are Philly and NASSCO. Philly Shipyard is headquartered in Oslo, Norway, with its operating subsidiary in Philadelphia. On the commercial side, it builds tankers and container ships. General Dynamics’ NASSCO has locations on both the US West and East coasts. It specializes in auxiliary and support ships for the US Navy. There are currently seven NASSCO-built heavy-lift semisubmersible vessels trading on behalf of the US government, with one more on the order book to be built at NASSCO, according to S&amp;P Global.However, these yards build very few, if any, general cargo ships and no specialized project carriers. Their order books are full for the tonnage that they do build, which include military, small container ships and tankers. This means that there is limited capacity before 2027–28. Substantial investment will be needed to create additional capacity. The legislation has caught the attention of the MPV sector, with Donald Trump’s “Make America Great Again” campaign prioritizing these types of protectionist measures. But to succeed, the SHIPS Act needs to force a shift change in an industry that currently lacks the capacity and the expertise to produce ocean-going vessels at scale. Contact Susan Oatway at <a href="mailto:susan.oatway@spglobal.com">susan.oatway@spglobal.com</a>.</div>

MPV operators largely dismissive of US shipbuilding act

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

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Transform Barge Operations with Total Visibility

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

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

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Shippers save money, time with automated transportation bidding tools

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

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Filling the Supply Chain Education Gap with LTL Education Courses

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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

Susan Oatway, Senior Research Analyst, Breakbulk and Project Cargomail

Read Susan's Latest Coverage

New Houthi attacks slash MPV northbound transits via Red Sea

Container sector challenges cast shadow over MPV demand

MPV operators largely dismissive of US shipbuilding act