<div class="phx-topic abstract-wrapper">Three million Massachusetts drivers face a total of 16 percent retroactive increases in 1987 and 198</div>

Three million Massachusetts drivers face a total of 16 percent retroactive increases in 1987 and 198

<div>Three million Massachusetts drivers face a total of 16 percent retroactive increases in 1987 and 1988 auto rates, but insurance industry officials say even that is not enough.State Insurance Commissioner Roger M. Singer announced Thursday that he was raising 1987 rates an additional 8.3 percent and 1988 rates by 7.7 percent. The 1987 rates were hiked by 8.9 percent and 1988 rates by 8.5 percent, but the state Supreme Judicial Court agreed with insurers that all evidence had not been considered.Mr. Singer acknowledged the new rates were not as high as companies asked, but said, I'm confident this is at...

Three million Massachusetts drivers face a total of 16 percent retroactive increases in 1987 and 1988 auto rates, but insurance industry officials say even that is not enough. State Insurance Commissioner Roger M. Singer announced Thursday that he was raising 1987 rates an additional 8.3 percent and 1988 rates by 7.7 percent. The 1987 rates were hiked by 8.9 percent and 1988 rates by 8.5 percent, but the state Supreme Judicial Court agreed with insurers that all evidence had not been considered.Mr. Singer acknowledged the new rates were not as high as companies asked, but said, I'm confident this is at the right level now. But according to Joseph Hegarty, Alliance of American Insurers senior vice president, it is not enough. Mr. Hegarty said a 32.8 percent increase was sought for 1988. The rate hikes won't stop at least one company from from continuing its efforts to flee the Massachusetts market. Richard Underwood, an attorney for General Accident Insurance, said: The real issue is not the rates. It's the unlimited liability companies have for the residual market (deficit). Pending legislation is aimed at addressing the $550 million deficit being run by the Commonwealth Automobile Insurers, the residual system to which 57 percent of Massachusetts drivers are assigned. Mr. Singer decided the retroactive rates based on two factors, a comparison with other states' losses compared with Massachusetts' and, more importantly, actual underwriting experience in the state. He said his predecessor, Peter Hiam, was way off in making loss predictions based on actual 1975-86 experiences. Some insurers, such as Liberty Mutual Insurance Cos., were concerned with collecting retroactive payments, while consumer advocates worried that some drivers might be billed unfairly as companies were being ripped off by the system. Mr. Singer said many 1988 bills have not been adjusted yet, so the 1988 hike can simply be added on. He wants to discuss with industry officials the implementation of the 1987 retroactive hike.

MASS. AUTO INSURERS SAY RATE HIKE IS NOT ENOUGH

<div class="phx-topic abstract-wrapper">That comes as the Singapore-based regional carrier outlined a strategic restructuring of its overall operations, including scaling down trade coverage across its key intra-Asia trade territories.</div>

That comes as the Singapore-based regional carrier outlined a strategic restructuring of its overall operations, including scaling down trade coverage across its key intra-Asia trade territories.

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<div class="phx-topic">Singapore-based carrier SeaLead has acknowledged that its services calling at ports in the Middle East war zone were experiencing challenges and that it is assessing contingency measures for all cargo on board affected vessels. “The operational situation may result in broader disruptions, including potential equipment shortages and the use of alternative, more secure routing options,” the liner told customers in an advisory Thursday. As part of that strategy, the carrier is said to have already flushed out the inventory of empty equipment it was holding in India. “SeaLead is handling fewer fresh bookings, mostly for Jeddah [Saudi Arabia] port of discharge only,” a Mumbai-based freight forwarder told the Journal of Commerce. “The operations and customer service are presently in a sort of limbo.” <h3>‘Strategic restructuring’ </h3>That comes as SeaLead outlined a strategic restructuring of its overall operations, including scaling down trade coverage across its key intra-Asia trade territories. “In response to recent market developments and conditions, SeaLead will undertake strategic restructuring to streamline its operations,” it said in an internal communique viewed by the Journal of Commerce. “As part of this realignment, SeaLead will reduce its network coverage in Indonesia, Korea, Morocco, Thailand, Vietnam and selected locations in China.” The regional liner also said it will work through calibrated office transitions in those regions, while adding that honoring contractual commitments and maintaining service reliability will be a priority. “SeaLead values the continued support of its employees, customers, vendors and other stakeholders during this transition period,” it said. Speculation has been growing about the future of SeaLead after the heavy fleet blow it suffered last year due to the <a href="https://www.joc.com/article/new-us-sanctions-on-iran-cut-sealeads-vessel-fleet-by-one-third-6055714">abrupt termination of 16 of its vessel charterparties</a>, an issue linked to US sanctions on entities with connections to the Iranian government. The action effectively removed one-third of the 53 ships SeaLead had in its fleet, according to available data. Contact Bency Mathew at <a href="mailto:bencyvmathew@gmail.com">bencyvmathew@gmail.com.</a></div>

Singapore-based carrier SeaLead has acknowledged that its services calling at ports in the Middle East war zone were experiencing challenges and that it is assessing contingency measures for all cargo on board affected vessels. “The operational situation may result in broader disruptions, including potential equipment shortages and the use of alternative, more secure routing options,” the liner told customers in an advisory Thursday. As part of that strategy, the carrier is said to have already flushed out the inventory of empty equipment it was holding in India. “SeaLead is handling fewer fresh bookings, mostly for Jeddah [Saudi Arabia] port of discharge only,” a Mumbai-based freight forwarder told the Journal of Commerce. “The operations and customer service are presently in a sort of limbo.” ‘Strategic restructuring’ That comes as SeaLead outlined a strategic restructuring of its overall operations, including scaling down trade coverage across its key intra-Asia trade territories. “In response to recent market developments and conditions, SeaLead will undertake strategic restructuring to streamline its operations,” it said in an internal communique viewed by the Journal of Commerce. “As part of this realignment, SeaLead will reduce its network coverage in Indonesia, Korea, Morocco, Thailand, Vietnam and selected locations in China.” The regional liner also said it will work through calibrated office transitions in those regions, while adding that honoring contractual commitments and maintaining service reliability will be a priority. “SeaLead values the continued support of its employees, customers, vendors and other stakeholders during this transition period,” it said. Speculation has been growing about the future of SeaLead after the heavy fleet blow it suffered last year due to the abrupt termination of 16 of its vessel charterparties , an issue linked to US sanctions on entities with connections to the Iranian government. The action effectively removed one-third of the 53 ships SeaLead had in its fleet, according to available data. Contact Bency Mathew at bencyvmathew@gmail.com.

Port News

Container lines

International ports

Container Shipping News

Maritime

SeaLead warns of network disruptions in Persian Gulf war zone

<div class="phx-topic abstract-wrapper">The comments by the US Secretary of State heighten the Trump administration’s involvement a week after the top federal maritime regulator flagged the ship detentions. </div>

The comments by the US Secretary of State heighten the Trump administration’s involvement a week after the top federal maritime regulator flagged the ship detentions.

<div class="phx-topic">The Trump administration Thursday escalated its concern over the recent detention of Panama-flagged vessels at Chinese ports, with Secretary of State Marco Rubio saying the practice, “raise(s) serious concerns about the use of economic tools to undermine the rule of law...” Rubio’s comments come a week after Laura DiBella, chairman of the Federal Maritime Commission, said the agency was “closely monitoring” an apparent “surge” in detentions of Panama-flag ships by Chinese port authorities and the effect it could have on US container trade. “Detentions, delays, or other impediments to the movement of vessels undermine the stability of global supply chains, increase costs for businesses and consumers, and erode confidence in the international trading system,” Rubio said in a statement. Similar to DiBella, Rubio linked the Chinese activity against the vessels to retaliation for the Panamanian Supreme Court recently nullifying the operating concessions at Panama’s Balboa and Cristóbal ports held by Panama Ports Company (PPC), which is 90% owned by Hong Kong-based conglomerate CK Hutchison Holdings. Hutchison held the operating concessions at the two ports for 28 years. Striking back after the ruling, Hutchison  filed an international arbitration claim against the Panamanian government and Panama Maritime Authority (PMA), seeking more than $2 billion in damages. China’s Cosco Shipping Lines earlier this month halted calls at Balboa, redirecting its services to Manzanillo on the Atlantic side of the canal. Cosco and Hong Kong-based OOCL operate nearly one-fifth of the trans-Pacific capacity that transits the canal, according to data from benchmarking platform Xeneta’s eeSea. Panama’s move against Hutchison came a year after US President Donald Trump threatened to take over the canal if Panama did not rid itself of Chinese influence. <a href="mailto:News@joc.com">News@joc.com.</a></div>

The Trump administration Thursday escalated its concern over the recent detention of Panama-flagged vessels at Chinese ports, with Secretary of State Marco Rubio saying the practice, “raise(s) serious concerns about the use of economic tools to undermine the rule of law...” Rubio’s comments come a week after Laura DiBella, chairman of the Federal Maritime Commission, said the agency was “closely monitoring” an apparent “surge” in detentions of Panama-flag ships by Chinese port authorities and the effect it could have on US container trade. “Detentions, delays, or other impediments to the movement of vessels undermine the stability of global supply chains, increase costs for businesses and consumers, and erode confidence in the international trading system,” Rubio said in a statement. Similar to DiBella, Rubio linked the Chinese activity against the vessels to retaliation for the Panamanian Supreme Court recently nullifying the operating concessions at Panama’s Balboa and Cristóbal ports held by Panama Ports Company (PPC), which is 90% owned by Hong Kong-based conglomerate CK Hutchison Holdings. Hutchison held the operating concessions at the two ports for 28 years. Striking back after the ruling, Hutchison  filed an international arbitration claim against the Panamanian government and Panama Maritime Authority (PMA), seeking more than $2 billion in damages. China’s Cosco Shipping Lines earlier this month halted calls at Balboa, redirecting its services to Manzanillo on the Atlantic side of the canal. Cosco and Hong Kong-based OOCL operate nearly one-fifth of the trans-Pacific capacity that transits the canal, according to data from benchmarking platform Xeneta’s eeSea. Panama’s move against Hutchison came a year after US President Donald Trump threatened to take over the canal if Panama did not rid itself of Chinese influence. News@joc.com.

Trans-Pacific

Rubio, in escalation, criticizes China for detaining Panama-flag ships

<div class="phx-topic abstract-wrapper">Kurt Slocombe will guide the Western Canadian port in completing a transload and logistics facility while attempting to create a boom in commodity exports and recover volume share lost during the COVID-19 pandemic. </div>

Kurt Slocombe will guide the Western Canadian port in completing a transload and logistics facility while attempting to create a boom in commodity exports and recover volume share lost during the COVID-19 pandemic.

<div class="phx-topic">The Prince Rupert Port Authority (PRPA) has promoted one of its executives to become the agency’s next president and CEO, it announced Thursday. Kurt Slocombe joined the PRPA in 2019 as vice president of operations, planning and infrastructure. But his ties to Prince Rupert go back to 2007, when he took on management roles at the then newly revamped Fairview Container Terminal. As head of the PRPA, Slocombe will guide the port in completing a transload and logistics facility, channeling a boom in commodity exports and recovering volume share lost during the COVID-19 pandemic. Slocombe has served as PRPA’s interim president since his predecessor, Shaun Stevenson, left at the end of 2025. “Kurt’s understanding of our operations and long-standing commitment to the Prince Rupert community qualify him to lead the team,” Peter Lantin, chairman of the PRPA’s board of directors, said in a statement. Container volumes, including empties, through Prince Rupert jumped 20% year over year in 2025 to 885,797 TEUs. Prince Rupert and Vancouver grew their combined volumes 19.8% year over year in the 2025 fourth quarter, while volumes through US West Coast ports fell 10.1% during the same period, according to a February analysis by Sea-Intelligence Maritime Analysis. “The recovery was led by Prince Rupert, which saw a 46.1% surge in Q4 volume,” Sea-Intelligence said. “The data suggests that the ‘reverse diversion’ trend of 2024 was a temporary risk-mitigation strategy; as US frontloaded demand cooled, shippers returned discretionary cargo to Canadian ports in (the fourth quarter).” <a href="mailto:News@joc.com">News@joc.com.</a></div>

The Prince Rupert Port Authority (PRPA) has promoted one of its executives to become the agency’s next president and CEO, it announced Thursday. Kurt Slocombe joined the PRPA in 2019 as vice president of operations, planning and infrastructure. But his ties to Prince Rupert go back to 2007, when he took on management roles at the then newly revamped Fairview Container Terminal. As head of the PRPA, Slocombe will guide the port in completing a transload and logistics facility, channeling a boom in commodity exports and recovering volume share lost during the COVID-19 pandemic. Slocombe has served as PRPA’s interim president since his predecessor, Shaun Stevenson, left at the end of 2025. “Kurt’s understanding of our operations and long-standing commitment to the Prince Rupert community qualify him to lead the team,” Peter Lantin, chairman of the PRPA’s board of directors, said in a statement. Container volumes, including empties, through Prince Rupert jumped 20% year over year in 2025 to 885,797 TEUs. Prince Rupert and Vancouver grew their combined volumes 19.8% year over year in the 2025 fourth quarter, while volumes through US West Coast ports fell 10.1% during the same period, according to a February analysis by Sea-Intelligence Maritime Analysis. “The recovery was led by Prince Rupert, which saw a 46.1% surge in Q4 volume,” Sea-Intelligence said. “The data suggests that the ‘reverse diversion’ trend of 2024 was a temporary risk-mitigation strategy; as US frontloaded demand cooled, shippers returned discretionary cargo to Canadian ports in (the fourth quarter).” News@joc.com.

North American ports

Marine terminals

Veteran PRPA, Fairview terminal executive to lead Prince Rupert port

<div class="phx-topic abstract-wrapper">While the price of fuel has historically served as a tailwind for modal conversion, in and of itself, it is insufficient to guarantee success, writes Ted Prince.</div>

While the price of fuel has historically served as a tailwind for modal conversion, in and of itself, it is insufficient to guarantee success, writes Ted Prince.

<div class="phx-topic">Rising diesel prices have given encouragement to intermodal enthusiasts who view this as preceding inevitable success. Yes, fuel disproportionately increases truck cost-per-mile more than rail; however, this optimism is not new — it has been extant since the fuel crises of 1973 and 1979. While the price of fuel has historically served as a tailwind for modal conversion, in and of itself, it is insufficient to guarantee success. Intermodal success ultimately depends less on fuel and more on demand patterns, balance, drayage dynamics and loading characteristics. <div class="wrapper-narrow float-right-element"><img src="/images/phoenix/6198450_0.1.jpg"></img></div>Microeconomics states that substitute goods are perceived by consumers as similar. They have the same or similar performance characteristics, have the same or similar occasion for use, and they are sold in the same geographic area. Whereas trucks can go anywhere, intermodal cannot, so while truck can always substitute for intermodal, the converse is not true. Intermodal has a lower cost-per-mile than truck; however, it has a higher fixed cost. So a general rule-of-thumb is that intermodal is cheaper for long distances. This threshold frequently varies between 600 and 1,200 miles. Intermodal also results in lower emissions. Unfortunately, this aspect seems less important than in the past. (Most shippers’ sense of green is cost.) Intermodal, like truckload, has been subject to a number of inflationary pressures. And while many are similar, they vary in their materiality to delivered cost. Rather, when considering how intermodal competes with truckload, you need to consider the nature of the cargo, specifically: demand, balance and load configuration. Is volume the same day in and day out throughout the year? If so, it will be very attractive to truck that puts a premium on closely aligning supply and demand. The more asymmetrical the demand, the better it is for intermodal to absorb the surge and withstand the trough. The time frame can be anywhere from seasonal to day-of-the-week. Consider a shipper with 10 loads per week. Are there two loads every weekday or one on Wednesday, two on Thursday and seven on Friday? The latter is much more attractive to intermodal. Loaded vs. empty miles Traffic balance reflects the difference in loaded and empty miles over the portfolio of loads. Markets that are imbalanced command a pricing premium to compensate for evacuation of capacity to or from the next load. The greater the imbalance, the greater the premium charged on the loaded portion. Loaded miles generate revenue; empty miles do not. However, for trucks, empty miles cost almost as much as loaded miles. Traditionally, there is a much wider cost disparity in intermodal loaded and empty cost. This is attributable more to rail pricing. In an extreme case, intermodal can support 100% empty miles. Examples would include Chicago-Boston (load-empty) and Los Angeles-Chicago (empty-load). Although intermodal can withstand empty imbalance more effectively than truck, there is an additional balance issue for the intermodal drayage pickup/delivery. The same truck economics apply, so a drayage round trip with two loads will have a lower cost than one that is empty in one direction. Rail miles are usually greater than truck miles. This extra time and distance increases door-to-door transit times versus a more direct truck route, slowing intermodal shipments. Also, whereas truck is always a straight line, intermodal has three distinct segments. Terminal location and schedules determine the effective rail market area. Having to dray in the opposite direction of the freight is a challenge. (e.g., Cargo from Cedar Rapids trucked east to Chicago to go west to Los Angeles.) The final factor is how the load and customer interface are configured — and its impact on drayage. A 2,000-mile length of haul will entail 72 to 96 hours for a single driver, who may well be sleeping in their truck when hours of service expire. However, a drayage move is only three to five hours. When considered as a percentage of their transaction time, multiple hours spent at the dock may be acceptable to the truck driver but not the intermodal drayman. The same intermodal obstacle applies to multiple stops. And in some cases, the multiple stops may be extended over hundreds of miles. Intermodal’s sweet spot is a single-stop drop-and-hook move. Live loading (“stay with”) is more problematic for the drayage driver, and “first come-first served” is even more dreaded. This reduces the addressable market suitable for conversion. There is no doubt that fuel prices will help intermodal volume; however, the successful operators will be those that recognize intermodal’s strong suits and play to them. Customers looking for truck alternatives will find collaborative ways to make their cargo work for intermodal. That will ensure a growth future. Ted Prince is founder and CEO of Tri-Cities Intermodal LLC. Contact him at <a href="mailto:ted@tricitiesintermodal.com">ted@tricitiesintermodal.com.</a></div>

Rising diesel prices have given encouragement to intermodal enthusiasts who view this as preceding inevitable success. Yes, fuel disproportionately increases truck cost-per-mile more than rail; however, this optimism is not new — it has been extant since the fuel crises of 1973 and 1979. While the price of fuel has historically served as a tailwind for modal conversion, in and of itself, it is insufficient to guarantee success. Intermodal success ultimately depends less on fuel and more on demand patterns, balance, drayage dynamics and loading characteristics. Microeconomics states that substitute goods are perceived by consumers as similar. They have the same or similar performance characteristics, have the same or similar occasion for use, and they are sold in the same geographic area. Whereas trucks can go anywhere, intermodal cannot, so while truck can always substitute for intermodal, the converse is not true. Intermodal has a lower cost-per-mile than truck; however, it has a higher fixed cost. So a general rule-of-thumb is that intermodal is cheaper for long distances. This threshold frequently varies between 600 and 1,200 miles. Intermodal also results in lower emissions. Unfortunately, this aspect seems less important than in the past. (Most shippers’ sense of green is cost.) Intermodal, like truckload, has been subject to a number of inflationary pressures. And while many are similar, they vary in their materiality to delivered cost. Rather, when considering how intermodal competes with truckload, you need to consider the nature of the cargo, specifically: demand, balance and load configuration. Is volume the same day in and day out throughout the year? If so, it will be very attractive to truck that puts a premium on closely aligning supply and demand. The more asymmetrical the demand, the better it is for intermodal to absorb the surge and withstand the trough. The time frame can be anywhere from seasonal to day-of-the-week. Consider a shipper with 10 loads per week. Are there two loads every weekday or one on Wednesday, two on Thursday and seven on Friday? The latter is much more attractive to intermodal. Loaded vs. empty miles Traffic balance reflects the difference in loaded and empty miles over the portfolio of loads. Markets that are imbalanced command a pricing premium to compensate for evacuation of capacity to or from the next load. The greater the imbalance, the greater the premium charged on the loaded portion. Loaded miles generate revenue; empty miles do not. However, for trucks, empty miles cost almost as much as loaded miles. Traditionally, there is a much wider cost disparity in intermodal loaded and empty cost. This is attributable more to rail pricing. In an extreme case, intermodal can support 100% empty miles. Examples would include Chicago-Boston (load-empty) and Los Angeles-Chicago (empty-load). Although intermodal can withstand empty imbalance more effectively than truck, there is an additional balance issue for the intermodal drayage pickup/delivery. The same truck economics apply, so a drayage round trip with two loads will have a lower cost than one that is empty in one direction. Rail miles are usually greater than truck miles. This extra time and distance increases door-to-door transit times versus a more direct truck route, slowing intermodal shipments. Also, whereas truck is always a straight line, intermodal has three distinct segments. Terminal location and schedules determine the effective rail market area. Having to dray in the opposite direction of the freight is a challenge. (e.g., Cargo from Cedar Rapids trucked east to Chicago to go west to Los Angeles.) The final factor is how the load and customer interface are configured — and its impact on drayage. A 2,000-mile length of haul will entail 72 to 96 hours for a single driver, who may well be sleeping in their truck when hours of service expire. However, a drayage move is only three to five hours. When considered as a percentage of their transaction time, multiple hours spent at the dock may be acceptable to the truck driver but not the intermodal drayman. The same intermodal obstacle applies to multiple stops. And in some cases, the multiple stops may be extended over hundreds of miles. Intermodal’s sweet spot is a single-stop drop-and-hook move. Live loading (“stay with”) is more problematic for the drayage driver, and “first come-first served” is even more dreaded. This reduces the addressable market suitable for conversion. There is no doubt that fuel prices will help intermodal volume; however, the successful operators will be those that recognize intermodal’s strong suits and play to them. Customers looking for truck alternatives will find collaborative ways to make their cargo work for intermodal. That will ensure a growth future. Ted Prince is founder and CEO of Tri-Cities Intermodal LLC. Contact him at ted@tricitiesintermodal.com.

Truckload

North-American rail

International rail

Surface

Jump in diesel prices alone not enough to boost intermodal fortunes – analyst

<div class="phx-topic abstract-wrapper">With more than 50% of the city-state's bunker fuel imported via the Strait of Hormuz, which has been effectively closed since the war started on Feb. 28, suppliers are feeling the pinch.</div>

With more than 50% of the city-state's bunker fuel imported via the Strait of Hormuz, which has been effectively closed since the war started on Feb. 28, suppliers are feeling the pinch.

<div class="phx-topic">Suppliers in the world’s largest bunkering hub of Singapore are under growing stress, with analysts reporting less than a month’s supply remaining and no replenishment in sight from one of its most important fuel supply lines. More than 50% of the city-state's bunker fuel is believed to be imported via the Strait of Hormuz, which has been effectively closed since the war in the Middle East started on Feb. 28. Although Singapore remains able to refuel ships, the clock is ticking on the available supply, according to Fotios Katsoulas, director and head of tankers, freight and alternative fuels research at S&amp;P Global Energy. "If the current supply-demand imbalance persists, we expect a rapid acceleration in stock drawdowns as existing inventories — currently sufficient for about three weeks of typical demand — begin to deplete,” he said. S&amp;P Global is the parent company of the Journal of Commerce. Katsoulas said the Singapore market was under “significant stress,” with recommended lead times for ocean carriers replenishing very low sulfur fuel oil (VLSFO) currently stretching to more than a week in some cases. “Prompt availability is extremely tight,” he said. “We are seeing reports of suppliers already prioritizing existing term contracts and resisting new tenders for the next (few) months.” The immense scale of Singapore’s bunkering industry underlines the problem facing fuel suppliers in the port should the Strait of Hormuz remain closed. Singapore sold 56.2 million metric tons (mt) of bunker fuel in 2025, up 3.2% year over year, according to data from the Maritime and Port Authority of Singapore. That was more than five times the bunker sales at the world’s second-largest ship refueling hub of Rotterdam, with sales driven by strong high sulfur fuel oil (HSFO) demand as VLSFO sales dropped off. Traders in Singapore have been sourcing oil from areas outside the Middle East, such as Brazil and Russia, according to reports. The US in March issued a 30-day waiver allowing the purchase of previously sanctioned Russian oil and gas, and Singapore is taking advantage of that by increasing imports to support bunker availability. <h3>Fuel prices drop off mid-March highs </h3>The scarcity of supply since Feb. 28 has pushed up bunker fuel prices in Singapore, but prices have declined since the mid-March highs. On April 1, VLSFO in Singapore was selling at $873.50 per metric ton, up 70% since Feb. 27 but far below its March 16 high of $1,119/mt, according to the Ship &amp; Bunker platform. HSFO has followed a similar path, up 60% from Feb. 27 at $695/mt, but down 35% from the March 9 price of $1,073/mt. Bucking the trend is low sulfur marine gas oil (MGO), used by carriers in emission control areas such as the coasts of North America, the Caribbean, the Baltic and North seas, and the Mediterranean. MGO prices in Singapore on April 1 were at $1,836/mt, not far off the March 23 high of $1,940, but 160% above the pre-war price, Ship &amp; Bunker data showed. In Rotterdam, VLSFO was trading at $716.50/mt on April 1, up almost 50% from Feb. 27. HSFO was at $661.50, up 50% since before the war, while MGO was 85% higher at $1,331/mt, Ship &amp; Bunker’s latest pricing showed. Katsoulas said Rotterdam was currently the most stable and well-supplied bunkering point compared to the hubs east of the Suez Canal. “It is shielded from the immediate Middle East disruptions, and as a result, Singapore is trading at a massive $140 to $250 per ton premium over Rotterdam prices,” he told the Journal of Commerce. Peter Sand, chief analyst at rate benchmarking platform Xeneta, said bunker fuel in Singapore was available at prices almost double pre-conflict levels, but the prices were trending slowly downwards after the initial spike of 200%. “With no visible end to the crisis, however, carriers are almost certainly drawing up another set of contingency plans,” Sand said in a market update Thursday. “The coming weeks will show whether slow steaming and alternative routing can hold the line, or whether blank sailings become the next lever carriers reach for.” <h3>Emergency surcharge prices rise </h3>One of the contingency plans being aggressively pursued by carriers are emergency bunker fuel surcharges piled on top of existing quarterly fuel cost recovery mechanisms. For instance, Maersk from March 25 has been charging $400 per FEU on long-haul head-haul routes and $600/FEU for reefers, while CMA CGM since March 27 has been charging emergency fuel surcharges of $265/TEU, and $320/TEU for reefers. Ocean Network Express set long-haul head-haul surcharges at $160/TEU, with $210/TEU for reefers, while Mediterranean Shipping Co. has implemented a range of fuel surcharges covering specific regional routes. Maersk this week again asked US maritime regulators to <a href="https://www.joc.com/article/maersk-again-asks-fmc-to-waive-30-day-review-period-for-emergency-fuel-surcharge-6197792">waive the 30-day notice period</a> required before liners can implement surcharges so it could immediately roll out emergency fuel surcharges on long-haul US trades. The Federal Maritime Commission <a href="https://www.joc.com/article/fmc-rejects-requests-by-carriers-to-waive-waiting-period-for-middle-east-surcharges-6191881">previously rejected an initial attempt by Maersk and three other carriers to waive the notice period</a> and is expected to rule on the second request soon. Rolf Habben Jansen, CEO of Hapag-Lloyd, last week put a price on the Middle East war, telling reporters that the carrier <a href="https://www.joc.com/article/war-adding-40-50-million-per-week-to-hapag-lloyds-costs-ceo-6193532">was shouldering added operating costs of $40 million to $50 million a week</a>. Most of that was driven by higher bunker fuel prices and rising insurance premiums in the Middle East. “Our intention is not to make a profit (from surcharges),” Habben Jansen told reporters during a media briefing. “We are trying to limit the charges to the extra costs we need to recover. We are trying to ring-fence the problem as much as possible.” Contact Greg Knowler at <a href="mailto:greg.knowler@spglobal.com">greg.knowler@spglobal.com</a>. </div>

Suppliers in the world’s largest bunkering hub of Singapore are under growing stress, with analysts reporting less than a month’s supply remaining and no replenishment in sight from one of its most important fuel supply lines. More than 50% of the city-state's bunker fuel is believed to be imported via the Strait of Hormuz, which has been effectively closed since the war in the Middle East started on Feb. 28. Although Singapore remains able to refuel ships, the clock is ticking on the available supply, according to Fotios Katsoulas, director and head of tankers, freight and alternative fuels research at S&P Global Energy. "If the current supply-demand imbalance persists, we expect a rapid acceleration in stock drawdowns as existing inventories — currently sufficient for about three weeks of typical demand — begin to deplete,” he said. S&P Global is the parent company of the Journal of Commerce. Katsoulas said the Singapore market was under “significant stress,” with recommended lead times for ocean carriers replenishing very low sulfur fuel oil (VLSFO) currently stretching to more than a week in some cases. “Prompt availability is extremely tight,” he said. “We are seeing reports of suppliers already prioritizing existing term contracts and resisting new tenders for the next (few) months.” The immense scale of Singapore’s bunkering industry underlines the problem facing fuel suppliers in the port should the Strait of Hormuz remain closed. Singapore sold 56.2 million metric tons (mt) of bunker fuel in 2025, up 3.2% year over year, according to data from the Maritime and Port Authority of Singapore. That was more than five times the bunker sales at the world’s second-largest ship refueling hub of Rotterdam, with sales driven by strong high sulfur fuel oil (HSFO) demand as VLSFO sales dropped off. Traders in Singapore have been sourcing oil from areas outside the Middle East, such as Brazil and Russia, according to reports. The US in March issued a 30-day waiver allowing the purchase of previously sanctioned Russian oil and gas, and Singapore is taking advantage of that by increasing imports to support bunker availability. Fuel prices drop off mid-March highs The scarcity of supply since Feb. 28 has pushed up bunker fuel prices in Singapore, but prices have declined since the mid-March highs. On April 1, VLSFO in Singapore was selling at $873.50 per metric ton, up 70% since Feb. 27 but far below its March 16 high of $1,119/mt, according to the Ship & Bunker platform. HSFO has followed a similar path, up 60% from Feb. 27 at $695/mt, but down 35% from the March 9 price of $1,073/mt. Bucking the trend is low sulfur marine gas oil (MGO), used by carriers in emission control areas such as the coasts of North America, the Caribbean, the Baltic and North seas, and the Mediterranean. MGO prices in Singapore on April 1 were at $1,836/mt, not far off the March 23 high of $1,940, but 160% above the pre-war price, Ship & Bunker data showed. In Rotterdam, VLSFO was trading at $716.50/mt on April 1, up almost 50% from Feb. 27. HSFO was at $661.50, up 50% since before the war, while MGO was 85% higher at $1,331/mt, Ship & Bunker’s latest pricing showed. Katsoulas said Rotterdam was currently the most stable and well-supplied bunkering point compared to the hubs east of the Suez Canal. “It is shielded from the immediate Middle East disruptions, and as a result, Singapore is trading at a massive $140 to $250 per ton premium over Rotterdam prices,” he told the Journal of Commerce. Peter Sand, chief analyst at rate benchmarking platform Xeneta, said bunker fuel in Singapore was available at prices almost double pre-conflict levels, but the prices were trending slowly downwards after the initial spike of 200%. “With no visible end to the crisis, however, carriers are almost certainly drawing up another set of contingency plans,” Sand said in a market update Thursday. “The coming weeks will show whether slow steaming and alternative routing can hold the line, or whether blank sailings become the next lever carriers reach for.” Emergency surcharge prices rise One of the contingency plans being aggressively pursued by carriers are emergency bunker fuel surcharges piled on top of existing quarterly fuel cost recovery mechanisms. For instance, Maersk from March 25 has been charging $400 per FEU on long-haul head-haul routes and $600/FEU for reefers, while CMA CGM since March 27 has been charging emergency fuel surcharges of $265/TEU, and $320/TEU for reefers. Ocean Network Express set long-haul head-haul surcharges at $160/TEU, with $210/TEU for reefers, while Mediterranean Shipping Co. has implemented a range of fuel surcharges covering specific regional routes. Maersk this week again asked US maritime regulators to waive the 30-day notice period required before liners can implement surcharges so it could immediately roll out emergency fuel surcharges on long-haul US trades. The Federal Maritime Commission previously rejected an initial attempt by Maersk and three other carriers to waive the notice period and is expected to rule on the second request soon. Rolf Habben Jansen, CEO of Hapag-Lloyd, last week put a price on the Middle East war, telling reporters that the carrier was shouldering added operating costs of $40 million to $50 million a week . Most of that was driven by higher bunker fuel prices and rising insurance premiums in the Middle East. “Our intention is not to make a profit (from surcharges),” Habben Jansen told reporters during a media briefing. “We are trying to limit the charges to the extra costs we need to recover. We are trying to ring-fence the problem as much as possible.” Contact Greg Knowler at greg.knowler@spglobal.com .

Singapore bunker supply continues to run down as Middle East war drags on

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