<div class="phx-topic abstract-wrapper">The Port of Charleston is not accepting export loads in the Wando Welch Terminal during the morning on Thursday and Friday as it struggles with a shortage of terminal space and faces a backlog of more than 30 vessels anchored outside its harbor </div>

The Port of Charleston is not accepting export loads in the Wando Welch Terminal during the morning on Thursday and Friday as it struggles with a shortage of terminal space and faces a backlog of more than 30 vessels anchored outside its harbor

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<div>The Port of Charleston will not accept loaded exports during the mornings this Thursday and Friday at its Wando Welch Terminal because the port is running critically low on space amid a deluge of import containers that cargo owners are failing to pick up in a timely fashion. The embargo on export loads will run from 5:00 a.m. to noon on Thursday and Friday, the South Carolina Ports Authority (SC Ports) said in a statement late Wednesday. Empty containers and temperature-controlled loads will be accepted, but the port authority will turn away drivers with export loads in standard dry containers....

The Port of Charleston will not accept loaded exports during the mornings this Thursday and Friday at its Wando Welch Terminal because the port is running critically low on space amid a deluge of import containers that cargo owners are failing to pick up in a timely fashion. The embargo on export loads will run from 5:00 a.m. to noon on Thursday and Friday, the South Carolina Ports Authority (SC Ports) said in a statement late Wednesday. Empty containers and temperature-controlled loads will be accepted, but the port authority will turn away drivers with export loads in standard dry containers. “With containers dwelling longer on our terminals, this impacts berth productivity for vessels as well as the motor carrier’s ability to deliver exports,” an SC Ports spokesperson told JOC.com. “Identifying export space is the challenge we are experiencing today at our gates. We have invested strategically in port infrastructure, and we are deploying creative solutions to keep freight moving for our customers.” There were 31 vessels anchored offshore Charleston as of Wednesday evening with a combined capacity of 134,000 TEU, according to AIS Live, a sister product of JOC.com within IHS Markit. That is the largest backlog Charleston has seen since backups began over the Thanksgiving holiday. The backlog was briefly resolved in December, then began to build again after Christmas and New Year’s Day. Port officials last week said it would take until April to clear the vessel backlog, after an earlier projection that it would be cleared by mid-March. When the congestion initially built up in January, the port had hoped to resolve the problem by mid-February. Record number of import containers SC Ports said there are a record number of import containers in the terminal, although did not provide a figure. Earlier this month, the port said it had more than 22,000 import containers in the Wando Welch Terminal, with one in three containers going unclaimed for more than 15 days. Terminal demurrage is a principal cause of congestion, the port authority said. According to IHS Markit’s PIERS database, imports from Asia through Charleston spiked 27.3 percent year over year to 62,524 TEU in January after rising 14.1 percent for the full year in 2021. The port authority has urged importers to stop using Wando Welch to store laden containers. It has also placed the longest-dwelling containers on a barge to move to the Leatherman and North Charleston terminals. But the barge can only haul a couple of hundred containers per trip, so the port authority does not view this as a long-term solution. Contact Ari Ashe at ari.ashe@ihsmarkit.com and follow him on Twitter: @arijashe .

North American ports

Charleston congestion leads to temporary export embargo

<div class="phx-topic abstract-wrapper">The move to split Logistics and Services into three product segments reflects the sensitivities around a division that underpins the carrier’s integrated end-to-end strategy launched in 2017.</div>

The move to split Logistics and Services into three product segments reflects the sensitivities around a division that underpins the carrier’s integrated end-to-end strategy launched in 2017.

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<div class="phx-topic">Maersk will split its Logistics and Services unit into three individual product segments as the division continues to frustrate management efforts to reach the 6% operating margin target set almost five years ago. While the segment’s 4.8% earnings before interest and taxes (EBIT) margin in 2025 was an improvement on the 3.6% reported the previous year, it is not far above the 4.2% margin recorded in 2021 when the target was set. "We are proud of the progress we have made but are (neither) complacent or satisfied with where we are, and improving both our results and growth rates in logistics will remain a priority in 2026,” Maersk CEO Vincent Clerc said during an earnings call after <a href="https://www.joc.com/article/gemini-benefits-face-looming-challenge-from-oversupplied-market-maersk-ceo-6164887">the carrier announced its fourth-quarter and full-year 2025 results</a> Thursday. With the EBIT margin showing only incremental growth, Clerc outlined plans to transform the Logistics and Services segment to drive more value for customers following feedback from the market. “It will increase comparability and transparency to allow you to better benchmark our performance with peers,” Clerc told analysts on the earnings call. The transformation reflects the sensitivities around a division that underpins the carrier’s integrated end-to-end strategy launched in 2017. Maersk wants to attract a greater share of shipper-direct volume with the aim of providing end-to-end control of customers’ cargo. It is a model <a href="https://www.joc.com/article/tpm24-industry-veteran-sees-little-value-in-ocean-carriers-integrating-logistics-services-5241059">that has drawn criticism from global forwarders</a> who regard their asset-light approach as better-suited to the complexities of global trade. “Our priority in 2026 is to continue to improve where we have fallen short in Logistics and Services,” Clerc insisted. <h3>Division split into three new segments </h3>In an organizational change that will take effect on April 1, the Logistics and Services business will be split into three new product segments: landside, forwarding and solutions, with each segments comprising its own set of products. Landside will comprise local and regional products linked to inland transportation: drayage in and out of terminals, ground freight in North America offering mainly expedited less-than-container-load (LCL) road transport, depots, and custom services to assist customers with declarations, tariffs and other regulatory matters. Forwarding will comprise global forwarding and ancillary products such as air freight, LCL for ocean, project logistics and insurance. Solutions will handle supply chain management, e-commerce and warehousing and distribution. While still short of the 6% EBIT margin target, the Logistics and Services segment was able to grow its business in 2025 while broadening its network footprint in strategic locations that should position the portfolio for long-term growth. Full-year revenue was up 1.3% year over year at $15.1 billion and EBIT grew 35% to $728 million. First-mile volume in the logistics segment was up almost 4% year over year at just over 7 million FEUs, while air freight volume was down 2.7% at 318,000 metric tons. “While the (logistics) business is by far not where we want it to be in terms of growth and profitability, 2025 has moved us closer,” Clerc said. “Our priority is to accelerate margin improvement and push harder on growth wherever it makes sense, which we define as the many parts of the portfolio delivering high margins and where higher volumes will increase network utilization and thus, translate also in better margins,” he noted. Contact Greg Knowler at <a href="mailto:greg.knowler@spglobal.com">greg.knowler@spglobal.com</a>. </div>

Maersk will split its Logistics and Services unit into three individual product segments as the division continues to frustrate management efforts to reach the 6% operating margin target set almost five years ago. While the segment’s 4.8% earnings before interest and taxes (EBIT) margin in 2025 was an improvement on the 3.6% reported the previous year, it is not far above the 4.2% margin recorded in 2021 when the target was set. "We are proud of the progress we have made but are (neither) complacent or satisfied with where we are, and improving both our results and growth rates in logistics will remain a priority in 2026,” Maersk CEO Vincent Clerc said during an earnings call after the carrier announced its fourth-quarter and full-year 2025 results Thursday. With the EBIT margin showing only incremental growth, Clerc outlined plans to transform the Logistics and Services segment to drive more value for customers following feedback from the market. “It will increase comparability and transparency to allow you to better benchmark our performance with peers,” Clerc told analysts on the earnings call. The transformation reflects the sensitivities around a division that underpins the carrier’s integrated end-to-end strategy launched in 2017. Maersk wants to attract a greater share of shipper-direct volume with the aim of providing end-to-end control of customers’ cargo. It is a model that has drawn criticism from global forwarders who regard their asset-light approach as better-suited to the complexities of global trade. “Our priority in 2026 is to continue to improve where we have fallen short in Logistics and Services,” Clerc insisted. Division split into three new segments In an organizational change that will take effect on April 1, the Logistics and Services business will be split into three new product segments: landside, forwarding and solutions, with each segments comprising its own set of products. Landside will comprise local and regional products linked to inland transportation: drayage in and out of terminals, ground freight in North America offering mainly expedited less-than-container-load (LCL) road transport, depots, and custom services to assist customers with declarations, tariffs and other regulatory matters. Forwarding will comprise global forwarding and ancillary products such as air freight, LCL for ocean, project logistics and insurance. Solutions will handle supply chain management, e-commerce and warehousing and distribution. While still short of the 6% EBIT margin target, the Logistics and Services segment was able to grow its business in 2025 while broadening its network footprint in strategic locations that should position the portfolio for long-term growth. Full-year revenue was up 1.3% year over year at $15.1 billion and EBIT grew 35% to $728 million. First-mile volume in the logistics segment was up almost 4% year over year at just over 7 million FEUs, while air freight volume was down 2.7% at 318,000 metric tons. “While the (logistics) business is by far not where we want it to be in terms of growth and profitability, 2025 has moved us closer,” Clerc said. “Our priority is to accelerate margin improvement and push harder on growth wherever it makes sense, which we define as the many parts of the portfolio delivering high margins and where higher volumes will increase network utilization and thus, translate also in better margins,” he noted. Contact Greg Knowler at greg.knowler@spglobal.com .

Port News

Container lines

Forwarding

Drayage

Container Shipping News

Maritime

Maersk to reorganize logistics segment as profit margins fall short again

<div class="phx-topic abstract-wrapper">Marine terminals are using the new longshore contract to tackle one of the port’s recurring problems, with the union’s support, as they look to boost efficiency at the biggest port along the US East Coast. </div>

Marine terminals are using the new longshore contract to tackle one of the port’s recurring problems, with the union’s support, as they look to boost efficiency at the biggest port along the US East Coast.

<div class="phx-topic">Marine terminals at the Port of New York and New Jersey have made the first — albeit very small — cuts of chronically absent employees under terms outlined in the new local longshore contract, one of the main concessions employers won under the deal to boost productivity at the port. John Nardi, president of the Shipping Association of New York and New Jersey, which represents maritime employers at the port, said this week five local longshore workers were fired in January under the new unexcused absentee policy his group negotiated in the local contract with the International Longshoremen’s Association (ILA). The cuts are miniscule in relation to the port’s 4,400 ILA workers. But Nardi said the new policy’s message has had an impact by cutting absenteeism at the port in half since the new contract, something that employers have “fought for years to improve.” “We worked very closely with the ILA to fix some longstanding challenges,” Nardi said. “We had the full support of the ILA at the highest level. We’re not fooling around on this.” The ILA did not respond to a request for comment from the Journal of Commerce. The local contract was officially ratified last year as part of the master contract between the ILA and the United States Maritime Alliance, with the union securing a 62% increase in its top wage tier through 2030. The first year of that wage increase, along with a higher entry-level wage and manning changes, have resulted in a nearly 20% increase in labor costs for marine terminals since March 2025, according to a source familiar with the deal’s economics. <h3>Monday popular for absenteeism </h3>The master contract required all East and Gulf coast ports to draw up absentee policies. But absenteeism is a particular problem for the NY-NJ port relative to other East Coast ports, where longshore workers use hiring halls or telephonic dispatch to take any daily jobs listed as available at any of a port’s various facilities. NY-NJ maritime employers rely on specific longshore workers due to the different layout and equipment at each of its six container terminals. Marine terminals put out orders the day prior for how many longshore workers they need. ILA members at those terminals can then accept the day’s work, or it gets offered to someone else. Absenteeism can be particularly acute on Mondays. An ILA member may have worked at a time-and-half wage rate on the weekend but not show up for a shift at a regular time wage rate on Monday, despite having committed to that day’s work. “You can take a couple of days off for unanticipated reasons, but if you leave yourself in the system and accept a job, you need to take that job,” Nardi said. “You can’t just not show up without repercussions.” Under the new policy, longshore workers are allowed three days of unexcused absences each month. But unexcused absences following a weekend or a holiday count as one-and-half of those days, as do consecutive days of unexcused absences. The disciplinary escalation to firing is shortened under the new contract from seven unexcused absences to four. While longshore workers had a pass until the second unexcused absence for a warning letter, the first unexcused absence now results in a warning letter. Under the old contract, longshore workers were relegated to lower-paying, dispatched jobs at the cruise and roll-on/roll-off terminals for several periods of time before a possible termination. But the new contract only offers one relegation period, followed by a two-week suspension and then firing. The new contract also has a stricter policy around longshore employees who unexpectedly leave work during their shift. <h3>Container move clause </h3>The new, local NY-NJ contract also has requirements that each longshore gang improve productivity by one container move each year, otherwise they lose seniority to another more productive gang. The number of longshore workers hired as standby relief went up under the new contract from three workers for every two jobs to two workers for every one job. However, Nardi said the additional relief has to be cost-neutral for employers and is contingent on productivity goals. Close to a year under the new contract, Nardi said the new absenteeism policy, along with the productivity measures, have resulted in a 7% increase in productivity at the port’s biggest terminals. He added that improved labor productivity aligns with the ILA’s goal of halting port automation. During contract negotiations, ILA President Harold Daggett also <a href="https://www.joc.com/article/ila-usmx-remain-at-odds-over-dockworker-wage-increases-daggett-5215515">appealed to the union’s rank-and-file</a> to improve their productivity due to the potential for job loss from automation. “If [the ILA is] focused on stemming the tide of automation, then people need to show up,” Nardi said. Contact Michael Angell at <a href="mailto:michael.angell@spglobal.com">michael.angell@spglobal.com</a>.</div>

Marine terminals at the Port of New York and New Jersey have made the first — albeit very small — cuts of chronically absent employees under terms outlined in the new local longshore contract, one of the main concessions employers won under the deal to boost productivity at the port. John Nardi, president of the Shipping Association of New York and New Jersey, which represents maritime employers at the port, said this week five local longshore workers were fired in January under the new unexcused absentee policy his group negotiated in the local contract with the International Longshoremen’s Association (ILA). The cuts are miniscule in relation to the port’s 4,400 ILA workers. But Nardi said the new policy’s message has had an impact by cutting absenteeism at the port in half since the new contract, something that employers have “fought for years to improve.” “We worked very closely with the ILA to fix some longstanding challenges,” Nardi said. “We had the full support of the ILA at the highest level. We’re not fooling around on this.” The ILA did not respond to a request for comment from the Journal of Commerce. The local contract was officially ratified last year as part of the master contract between the ILA and the United States Maritime Alliance, with the union securing a 62% increase in its top wage tier through 2030. The first year of that wage increase, along with a higher entry-level wage and manning changes, have resulted in a nearly 20% increase in labor costs for marine terminals since March 2025, according to a source familiar with the deal’s economics. Monday popular for absenteeism The master contract required all East and Gulf coast ports to draw up absentee policies. But absenteeism is a particular problem for the NY-NJ port relative to other East Coast ports, where longshore workers use hiring halls or telephonic dispatch to take any daily jobs listed as available at any of a port’s various facilities. NY-NJ maritime employers rely on specific longshore workers due to the different layout and equipment at each of its six container terminals. Marine terminals put out orders the day prior for how many longshore workers they need. ILA members at those terminals can then accept the day’s work, or it gets offered to someone else. Absenteeism can be particularly acute on Mondays. An ILA member may have worked at a time-and-half wage rate on the weekend but not show up for a shift at a regular time wage rate on Monday, despite having committed to that day’s work. “You can take a couple of days off for unanticipated reasons, but if you leave yourself in the system and accept a job, you need to take that job,” Nardi said. “You can’t just not show up without repercussions.” Under the new policy, longshore workers are allowed three days of unexcused absences each month. But unexcused absences following a weekend or a holiday count as one-and-half of those days, as do consecutive days of unexcused absences. The disciplinary escalation to firing is shortened under the new contract from seven unexcused absences to four. While longshore workers had a pass until the second unexcused absence for a warning letter, the first unexcused absence now results in a warning letter. Under the old contract, longshore workers were relegated to lower-paying, dispatched jobs at the cruise and roll-on/roll-off terminals for several periods of time before a possible termination. But the new contract only offers one relegation period, followed by a two-week suspension and then firing. The new contract also has a stricter policy around longshore employees who unexpectedly leave work during their shift. Container move clause The new, local NY-NJ contract also has requirements that each longshore gang improve productivity by one container move each year, otherwise they lose seniority to another more productive gang. The number of longshore workers hired as standby relief went up under the new contract from three workers for every two jobs to two workers for every one job. However, Nardi said the additional relief has to be cost-neutral for employers and is contingent on productivity goals. Close to a year under the new contract, Nardi said the new absenteeism policy, along with the productivity measures, have resulted in a 7% increase in productivity at the port’s biggest terminals. He added that improved labor productivity aligns with the ILA’s goal of halting port automation. During contract negotiations, ILA President Harold Daggett also appealed to the union’s rank-and-file to improve their productivity due to the potential for job loss from automation. “If [the ILA is] focused on stemming the tide of automation, then people need to show up,” Nardi said. Contact Michael Angell at michael.angell@spglobal.com .

Longshore labor

NY-NJ port’s stricter absentee policy results in first longshore cuts 

<div class="phx-topic abstract-wrapper">The shock in spot market rates after the recent snowstorm and frigid temperatures has rivaled the severe winter weather of February 2021, which kickstarted an entire year of rising rates for shippers.</div>

The shock in spot market rates after the recent snowstorm and frigid temperatures has rivaled the severe winter weather of February 2021, which kickstarted an entire year of rising rates for shippers.

<div class="phx-topic">Spot truckload rates jumped in the days following a snowstorm that disrupted large portions of the US two weeks ago, driving a 40% week-over-week increase in spot market load posts, according to DAT Freight &amp; Analytics. Dry-van spot rates climbed 11 cents after snow and ice blanketed much of the eastern US, the largest seven-day increase in more than three years, DAT said. Spot prices for temperature-controlled capacity jumped 15 cents week over week, as shippers increasingly lean on refrigerated trucks to provide freeze protection during frigid conditions. “This storm stood out because it had an impact that was very similar to February 2021 when key freight routes turned into a skating rink,” Dean Croke, principal analyst for DAT, told the Journal of Commerce. “The only difference right now is that there is much less spot market capacity to absorb the disruption. There is no question in my mind there is less latent capacity, less buffer in the system.” The market reaction to the most recent storm has been more severe than is typically seen following hurricanes. After Hurricane Helene in September 2024, dry-van and temperature-controlled spot market loads increased 17%, while rates rose 4 cents week over week, according to DAT. Following Hurricane Ian in September 2022, dry-van load posts increased 2% and temperature-controlled load posts rose 10% week over week, but rates were largely unchanged. During the February 2021 ice storms, which caused widespread power outages in Texas, spot rates jumped approximately 20 cents during the two weeks afterward and then continued to climb through the remainder of the year. The disruption reset the market with spot rates rising steadily until the freight downturn began in 2022. <h3>Could the 2021 market trajectory repeat in 2026? </h3>Whether the current disruption evolves into a broader shift remains unclear. The Institute for Supply Management (ISM) manufacturing data for January flipped into expansion territory after more than a year of being below the baseline index of 50. Knight-Swift Transportation said <a href="https://www.joc.com/article/shippers-will-see-rates-climb-as-truckload-capacity-tightens-knight-swift-6156695">on its earnings call last month</a> that federal enforcement actions tied to non-domiciled commercial driver’s licenses (CDLs) and English-language proficiency requirements are prompting shippers to rely more heavily on asset-based carriers with company drivers. According to the carrier, that shift could support volume growth and contract rate increases independent of broader economic conditions. Old Dominion Freight Line also said it is <a href="https://www.joc.com/article/odfl-cautiously-optimistic-about-ltl-demand-despite-lackluster-q4-6164259">more optimistic</a> than it was three months ago, citing ISM data and discussions with less-than-truckload shippers as indicators that freight conditions could improve this year. Croke said those signals could point to the end of the freight recession and the emergence of a more carrier-favorable market. “If there is any truth to this non-domiciled CDL and English language proficiency stuff, it’s going to bite us even harder when produce season begins in the spring,” he said. “If we see an absolute roller coaster for reefer [temperature-controlled trucks], then it trickles down to dry-van, and I think the 2021 [storm] comparison becomes more valid for the rest of this year.” <div class="wrapper-narrow"><dynamic-object type="jocchartid" resource-id="13499d91-a088-4824-b1c4-db0f2c552702"></dynamic-object></div>Jason Miller, associate professor of supply chain management at Michigan State University, said he remains skeptical that current conditions will mirror the red-hot carrier market of 2021. “Looking back, 2021 was an unusual year with incredible consumer stimulus,” Miller told the Journal of Commerce. “If housing starts to improve, then there will be an actual recovery in freight volumes taking place and an expansionary pricing cycle sticking.” Permits for new single-family homes were down about 9% year over year on a seasonally adjusted basis as of October, according to the US Census Bureau, reflecting continued weakness in residential construction. Existing home sales were up approximately 1% year over year in December on a seasonally adjusted basis, according to the National Association of Realtors, indicating modest improvement but not a broad housing recovery. Contact Ari Ashe at <a href="mailto:ari.ashe@spglobal.com">ari.ashe@spglobal.com</a>. </div>

Spot truckload rates jumped in the days following a snowstorm that disrupted large portions of the US two weeks ago, driving a 40% week-over-week increase in spot market load posts, according to DAT Freight & Analytics. Dry-van spot rates climbed 11 cents after snow and ice blanketed much of the eastern US, the largest seven-day increase in more than three years, DAT said. Spot prices for temperature-controlled capacity jumped 15 cents week over week, as shippers increasingly lean on refrigerated trucks to provide freeze protection during frigid conditions. “This storm stood out because it had an impact that was very similar to February 2021 when key freight routes turned into a skating rink,” Dean Croke, principal analyst for DAT, told the Journal of Commerce. “The only difference right now is that there is much less spot market capacity to absorb the disruption. There is no question in my mind there is less latent capacity, less buffer in the system.” The market reaction to the most recent storm has been more severe than is typically seen following hurricanes. After Hurricane Helene in September 2024, dry-van and temperature-controlled spot market loads increased 17%, while rates rose 4 cents week over week, according to DAT. Following Hurricane Ian in September 2022, dry-van load posts increased 2% and temperature-controlled load posts rose 10% week over week, but rates were largely unchanged. During the February 2021 ice storms, which caused widespread power outages in Texas, spot rates jumped approximately 20 cents during the two weeks afterward and then continued to climb through the remainder of the year. The disruption reset the market with spot rates rising steadily until the freight downturn began in 2022. Could the 2021 market trajectory repeat in 2026? Whether the current disruption evolves into a broader shift remains unclear. The Institute for Supply Management (ISM) manufacturing data for January flipped into expansion territory after more than a year of being below the baseline index of 50. Knight-Swift Transportation said on its earnings call last month that federal enforcement actions tied to non-domiciled commercial driver’s licenses (CDLs) and English-language proficiency requirements are prompting shippers to rely more heavily on asset-based carriers with company drivers. According to the carrier, that shift could support volume growth and contract rate increases independent of broader economic conditions. Old Dominion Freight Line also said it is more optimistic than it was three months ago, citing ISM data and discussions with less-than-truckload shippers as indicators that freight conditions could improve this year. Croke said those signals could point to the end of the freight recession and the emergence of a more carrier-favorable market. “If there is any truth to this non-domiciled CDL and English language proficiency stuff, it’s going to bite us even harder when produce season begins in the spring,” he said. “If we see an absolute roller coaster for reefer [temperature-controlled trucks], then it trickles down to dry-van, and I think the 2021 [storm] comparison becomes more valid for the rest of this year.” Jason Miller, associate professor of supply chain management at Michigan State University, said he remains skeptical that current conditions will mirror the red-hot carrier market of 2021. “Looking back, 2021 was an unusual year with incredible consumer stimulus,” Miller told the Journal of Commerce. “If housing starts to improve, then there will be an actual recovery in freight volumes taking place and an expansionary pricing cycle sticking.” Permits for new single-family homes were down about 9% year over year on a seasonally adjusted basis as of October, according to the US Census Bureau, reflecting continued weakness in residential construction. Existing home sales were up approximately 1% year over year in December on a seasonally adjusted basis, according to the National Association of Realtors, indicating modest improvement but not a broad housing recovery. Contact Ari Ashe at ari.ashe@spglobal.com .

Trucking News

Truckload

Surface

Disruptive winter weather in US jolts spot truck rates to big gains

<div class="phx-topic abstract-wrapper">New Delhi has formed a consortium of six state-owned entities to push ahead with a plan to launch a large nationally-owned container carrier, to be known as the Bharat Container Shipping Line. </div>

New Delhi has formed a consortium of six state-owned entities to push ahead with a plan to launch a large nationally-owned container carrier, to be known as the Bharat Container Shipping Line.

<div class="phx-topic">India is making a formidable bid to counter the long-standing dominance of foreign-flagged container vessel fleets over its growing export/import trade, which arguably exposes domestic shippers to the vagaries of global supply/demand dynamics and shifting logistics patterns. New Delhi has formed a consortium of six state-owned entities, led by the national carrier Shipping Corporation of India (SCI), to advance a plan approved last October to launch the operation of a large nationally-owned container carrier that will be known as the Bharat Container Shipping Line (BCSL). The joint venture is primed to inject approximately $6.9 billion as an initial investment into the project, according to current indications. “This reinforces India’s strategic and commercial presence in global maritime trade,” a government statement said. “It strengthens India’s supply chains across maritime and logistics segments, reducing dependence on foreign operators.” Tentative plans call for acquiring 51 vessels in the initial phase and scaling tonnage capacity to over 400 ships in stages. The move was greeted with high optimism by local pro-export stakeholders who had been pushing Indian-flagged shipping capacity efforts, especially after the pandemic-linked supply chain mayhem. “The launch of BCSL is a timely and strategic step towards building India’s own maritime capacity,” Ajay Sahai, director general at the Federation of Indian Exports Organization (FIEO), told the Journal of Commerce. “Indian exporters have long faced challenges of freight volatility and capacity constraints. A domestic shipping line focused on India’s trade needs will enhance reliability, resilience and cost efficiency in our supply chains,” he said. <h3>Cabotage modification ended </h3>While the creation of BCSL is noteworthy and promises to stoke competition, it remains to be seen how the new entrant will be able to nurture network partnerships with large global carriers for long-haul services with end-to-end service reliability in a more consolidated industry. Currently, SCI, India’s only homegrown container line, has little to boast of as a long-haul operator due to a severely depleted box fleet — confined to just two 2008-built midsize vessels — and decades-long growth uncertainty caused by shifting government investment plans. With the exception of an India-Europe consortium deal with Mediterranean Shipping Co., the Indian liner’s trade participation is now largely relegated to short-sea or regional markets. Meanwhile, New Delhi has also signaled other protectionist postures. The 2018 <a href="https://www.joc.com/article/debate-over-india-cabotage-flares-again-5208366">cabotage modification</a> that allowed foreign-flag carriers to move containers intra-country freely was canceled last month because the reform failed to accomplish the policy objectives it had intended to advance, mainly domestic transshipment development and logistics cost improvements. “The withdrawal of cabotage relaxation does pose some challenges,” a Mumbai-based European carrier representative who didn’t want to be identified told the Journal of Commerce. “The [foreign] lines now need to ponder the consequences of altered operational fundamentals.” Contact Bency Mathew at <a href="mailto:bencyvmathew@gmail.com">bencyvmathew@gmail.com</a>. </div>

India is making a formidable bid to counter the long-standing dominance of foreign-flagged container vessel fleets over its growing export/import trade, which arguably exposes domestic shippers to the vagaries of global supply/demand dynamics and shifting logistics patterns. New Delhi has formed a consortium of six state-owned entities, led by the national carrier Shipping Corporation of India (SCI), to advance a plan approved last October to launch the operation of a large nationally-owned container carrier that will be known as the Bharat Container Shipping Line (BCSL). The joint venture is primed to inject approximately $6.9 billion as an initial investment into the project, according to current indications. “This reinforces India’s strategic and commercial presence in global maritime trade,” a government statement said. “It strengthens India’s supply chains across maritime and logistics segments, reducing dependence on foreign operators.” Tentative plans call for acquiring 51 vessels in the initial phase and scaling tonnage capacity to over 400 ships in stages. The move was greeted with high optimism by local pro-export stakeholders who had been pushing Indian-flagged shipping capacity efforts, especially after the pandemic-linked supply chain mayhem. “The launch of BCSL is a timely and strategic step towards building India’s own maritime capacity,” Ajay Sahai, director general at the Federation of Indian Exports Organization (FIEO), told the Journal of Commerce. “Indian exporters have long faced challenges of freight volatility and capacity constraints. A domestic shipping line focused on India’s trade needs will enhance reliability, resilience and cost efficiency in our supply chains,” he said. Cabotage modification ended While the creation of BCSL is noteworthy and promises to stoke competition, it remains to be seen how the new entrant will be able to nurture network partnerships with large global carriers for long-haul services with end-to-end service reliability in a more consolidated industry. Currently, SCI, India’s only homegrown container line, has little to boast of as a long-haul operator due to a severely depleted box fleet — confined to just two 2008-built midsize vessels — and decades-long growth uncertainty caused by shifting government investment plans. With the exception of an India-Europe consortium deal with Mediterranean Shipping Co., the Indian liner’s trade participation is now largely relegated to short-sea or regional markets. Meanwhile, New Delhi has also signaled other protectionist postures. The 2018 cabotage modification that allowed foreign-flag carriers to move containers intra-country freely was canceled last month because the reform failed to accomplish the policy objectives it had intended to advance, mainly domestic transshipment development and logistics cost improvements. “The withdrawal of cabotage relaxation does pose some challenges,” a Mumbai-based European carrier representative who didn’t want to be identified told the Journal of Commerce. “The [foreign] lines now need to ponder the consequences of altered operational fundamentals.” Contact Bency Mathew at bencyvmathew@gmail.com .

India advances launch of state container line after cabotage rule rewind

<div class="phx-topic abstract-wrapper">The carrier’s solid interim earnings through 2025 ensured a positive full-year result, but red ink made its first appearance in two years on the company’s quarterly balance sheet. </div>

The carrier’s solid interim earnings through 2025 ensured a positive full-year result, but red ink made its first appearance in two years on the company’s quarterly balance sheet.

<div class="phx-topic">The positive impact of the Gemini Cooperation network with partner Hapag-Lloyd that has carried through into 2026 will run into growing overcapacity exacerbated by a return to Suez Canal transits, Maersk CEO Vincent Clerc said Thursday. While Gemini’s rollout one year ago drove up Maersk’s annual volume, delivered significant cost savings across the network, and generated a record 2025 performance in its terminals division, Clerc warned the industry was heading into a downturn driven by excess capacity. “Whether it is through new ships that are coming in or through the return to Suez, we’re going to have an overcapacity of anywhere from 4% to 8% in 2026,” the CEO said during an earnings call that followed the release of Maersk’s fourth-quarter and 2025 financial results. “If we return fast and full to Suez, we will see more pressure on the freight rate because there is a bigger gap that we need to close at once,” Clerc added. “If we have an orderly, slow, gradual return, we might be able to manage it better.” While Maersk’s solid interim earnings through 2025 ensured a positive full-year result, red ink made its first appearance in two years on the carrier’s quarterly balance sheet. The company also announced it will cut 1,000 jobs this year. Maersk for the fourth quarter reported a $153 million loss in its container shipping segment as average rates fell 23% year over year to $2,046 per FEU, offsetting an 8% gain in volume to 3.4 million FEUs. Revenue in the fourth quarter of $13.3 billion was down 8.7% year over year, and earnings before interest, taxes, amortization and depreciation (EBITDA) fell 49% to $1.8 billion. Earnings before interest and taxes (EBIT) were down 94% at $100 million, while the carrier recorded zero net profit in the fourth quarter. For the full year, revenue dropped 2.7% year over year to $54 billion, EBITDA was down 21% at $9.5 billion, EBIT of $3.5 billion fell 46%, and net profit of $2.9 billion was down 53% compared with 2024. <h3>Potential loss flagged for 2026 </h3>The severe impact of overcapacity on the market was illustrated in Maersk’s 2026 profitability forecast. Faced with a return to the Suez and new ship deliveries adding to industry overcapacity, the carrier has flagged a potential $1.5 billion loss in its full-year EBIT earnings for 2026. It would be the first operating loss Maersk has booked in 10 years. The top end of the profit guidance was set at $1 billion, $2.5 billion less than last year’s result. With profitability falling and huge pressure on cost savings, the significant cost benefits achieved by Gemini in 2025 will be welcome. “We have generated over $300 million in benefits in the fourth quarter, and we are now targeting $820 [million] to $1.1 billion in annual benefits,” Clerc told analysts. He said network savings are generated by more efficient use of vessels by sailing at slower speeds over shorter distances between hub ports, transporting more volume with the same capacity, and having shorter dwell times at berth. The lower bunker consumption from these measures translated to a cost saving of $150 million in the fourth quarter alone. Gemini’s increased volume also had a highly positive impact on Maersk’s APM Terminals division, with fourth-quarter revenue of $1.4 billion that was up 13% year over year and volume increasing 8.4%, mainly on the Europe, North America and Latin America trade lanes. <h3>Strong global container demand </h3>The industry might be facing a growing overcapacity problem, but demand in 2026 is expected to grow between 2% and 4%; Maersk expects to grow its volume in line with the market. “As we look ahead to 2026, we see a continuation of strong global container demand translating into a volume growth that we expect to land between 2% and 4% based on various scenarios,” Clerc said. Maersk’s executives are also confident they have the tools in place to handle the imbalance in supply and demand. “We have a strong balance sheet to weather the downturn in ocean, [but] the unknown is how deep and how long will it last,” Maersk CFO Patrick Jany said on the call, highlighting the significant number of old vessels that were not economically viable at current rate levels. Jany said at some point, the unviable capacity would be scrapped, returned to charterers or idled. “I would expect this to happen this year, particularly in scenarios where the Red Sea reopens fully and fast, that will trigger every reaction,” he said. “Our view is not that we’ll have three years of pain, but more that you will have one or two years of pain, and then the capacity will be taken out.” Contact Greg Knowler at <a href="mailto:greg.knowler@spglobal.com">greg.knowler@spglobal.com</a>. </div>

The positive impact of the Gemini Cooperation network with partner Hapag-Lloyd that has carried through into 2026 will run into growing overcapacity exacerbated by a return to Suez Canal transits, Maersk CEO Vincent Clerc said Thursday. While Gemini’s rollout one year ago drove up Maersk’s annual volume, delivered significant cost savings across the network, and generated a record 2025 performance in its terminals division, Clerc warned the industry was heading into a downturn driven by excess capacity. “Whether it is through new ships that are coming in or through the return to Suez, we’re going to have an overcapacity of anywhere from 4% to 8% in 2026,” the CEO said during an earnings call that followed the release of Maersk’s fourth-quarter and 2025 financial results. “If we return fast and full to Suez, we will see more pressure on the freight rate because there is a bigger gap that we need to close at once,” Clerc added. “If we have an orderly, slow, gradual return, we might be able to manage it better.” While Maersk’s solid interim earnings through 2025 ensured a positive full-year result, red ink made its first appearance in two years on the carrier’s quarterly balance sheet. The company also announced it will cut 1,000 jobs this year. Maersk for the fourth quarter reported a $153 million loss in its container shipping segment as average rates fell 23% year over year to $2,046 per FEU, offsetting an 8% gain in volume to 3.4 million FEUs. Revenue in the fourth quarter of $13.3 billion was down 8.7% year over year, and earnings before interest, taxes, amortization and depreciation (EBITDA) fell 49% to $1.8 billion. Earnings before interest and taxes (EBIT) were down 94% at $100 million, while the carrier recorded zero net profit in the fourth quarter. For the full year, revenue dropped 2.7% year over year to $54 billion, EBITDA was down 21% at $9.5 billion, EBIT of $3.5 billion fell 46%, and net profit of $2.9 billion was down 53% compared with 2024. Potential loss flagged for 2026 The severe impact of overcapacity on the market was illustrated in Maersk’s 2026 profitability forecast. Faced with a return to the Suez and new ship deliveries adding to industry overcapacity, the carrier has flagged a potential $1.5 billion loss in its full-year EBIT earnings for 2026. It would be the first operating loss Maersk has booked in 10 years. The top end of the profit guidance was set at $1 billion, $2.5 billion less than last year’s result. With profitability falling and huge pressure on cost savings, the significant cost benefits achieved by Gemini in 2025 will be welcome. “We have generated over $300 million in benefits in the fourth quarter, and we are now targeting $820 [million] to $1.1 billion in annual benefits,” Clerc told analysts. He said network savings are generated by more efficient use of vessels by sailing at slower speeds over shorter distances between hub ports, transporting more volume with the same capacity, and having shorter dwell times at berth. The lower bunker consumption from these measures translated to a cost saving of $150 million in the fourth quarter alone. Gemini’s increased volume also had a highly positive impact on Maersk’s APM Terminals division, with fourth-quarter revenue of $1.4 billion that was up 13% year over year and volume increasing 8.4%, mainly on the Europe, North America and Latin America trade lanes. Strong global container demand The industry might be facing a growing overcapacity problem, but demand in 2026 is expected to grow between 2% and 4%; Maersk expects to grow its volume in line with the market. “As we look ahead to 2026, we see a continuation of strong global container demand translating into a volume growth that we expect to land between 2% and 4% based on various scenarios,” Clerc said. Maersk’s executives are also confident they have the tools in place to handle the imbalance in supply and demand. “We have a strong balance sheet to weather the downturn in ocean, [but] the unknown is how deep and how long will it last,” Maersk CFO Patrick Jany said on the call, highlighting the significant number of old vessels that were not economically viable at current rate levels. Jany said at some point, the unviable capacity would be scrapped, returned to charterers or idled. “I would expect this to happen this year, particularly in scenarios where the Red Sea reopens fully and fast, that will trigger every reaction,” he said. “Our view is not that we’ll have three years of pain, but more that you will have one or two years of pain, and then the capacity will be taken out.” Contact Greg Knowler at greg.knowler@spglobal.com .

Gemini benefits face looming challenge from oversupplied market: Maersk CEO

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