<div class="phx-topic abstract-wrapper">Terminal operators worry that when peak season volumes begin to build in August, container dwell times at on-dock rail yards will surge, and then rapidly spin out of control as they did last year. </div>

Terminal operators worry that when peak season volumes begin to build in August, container dwell times at on-dock rail yards will surge, and then rapidly spin out of control as they did last year.

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<div>Despite low off-peak container volumes this month, terminal operators in Los Angeles-Long Beach report sporadic issues with intermodal rail service, including late delivery and departure of trains, power (locomotive) shortages, and insufficient rail cars to haul eastbound containers.That’s concerning terminal operators, considering Asia imports are up only 1.4 percent in the first half and imports from China are down 5 percent, according to PIERS, a JOC.com sister company within IHS Markit. Terminal operators worry that when peak-season volumes begin to build in August, container dwell times at on-dock rail yards will surge, and then rapidly spin out of control as...

Despite low off-peak container volumes this month, terminal operators in Los Angeles-Long Beach report sporadic issues with intermodal rail service, including late delivery and departure of trains, power (locomotive) shortages, and insufficient rail cars to haul eastbound containers. That’s concerning terminal operators, considering Asia imports are up only 1.4 percent in the first half and imports from China are down 5 percent, according to PIERS, a JOC.com sister company within IHS Markit. Terminal operators worry that when peak-season volumes begin to build in August, container dwell times at on-dock rail yards will surge, and then rapidly spin out of control as they did last year . “I’m on alert,” said Alan McCorkle, senior vice president of Yusen Terminals in Los Angeles. Yusen experienced rail service issues the week before and the week of the July 4 holiday. “I thought, is this the beginning of it?” he said. This week, though, rail service was “somewhat better,” and container dwell times were in an acceptable range of one to three days, McCorkle said. SSA Marine, which operates three terminals in Long Beach, has experienced rail car shortages on and off for a number of weeks, said Ed DeNike, president of SSA Containers. Due to the year-long US-China trade war, exports are down. Terminal operators depend upon a regular westbound flow of export loads and empty containers for return to Asia. However, when exports drop as low as they have, the railroads do not like to return half-empty trains to the terminals, he said. The terminals, therefore, are experiencing a shortage of rail cars that they need to carry inbound loads eastbound, DeNike said. Laden export containers in the first six months of 2019 are down 10 percent in Long Beach and 4.6 percent in Los Angeles, according to port statistics. Unlike Los Angeles, which can store trains off dock, the terminals in Long Beach face the handicap of insufficient off-dock capacity. “Long Beach doesn’t have any storage yards,” DeNike said. Noel Hacegaba, deputy executive director of the Port of Long Beach, said the port’s six container terminals are not reporting widespread problems. “In general, I would suspect that any rail-related issues may be the result of our rail partners attempting to balance their equipment and optimizing their networks to account for a drop in exports,” Hacegaba said. Union Pacific spokesperson Raquel Espinoza said the railroad is not experiencing significant challenges beyond some weather-related delays along its network. “While we experienced intermittent service challenges in the first half of the year, many tied to import volume surges and weather, Union Pacific’s overall service continues to improve,” she said. Fast-changing service levels The 12 terminal operators in Los Angeles-Long Beach are concerned because rail service issues tend to accelerate once they emerge. “It can get bad in literally three to five days,” McCorkle said. On-dock rail facilities have limited storage space. Terminals must keep the containers moving because when they sit for more than three days, the buffer zone is filled and there is not enough time to move the eastbound loads before the subsequent week’s vessels arrive, he explained. During the 2018 peak season, rail problems were exceptionally bad. In addition to the regular weekly services, carriers deployed about 34 extra-loader vessels to deliver containers that were front-loaded before the 25 percent tariffs on $200 billion of imports from China were scheduled to take effect Jan 1. The extra loaders were followed by blank sailings in early 2019, denying the terminals sufficient vessel capacity to return the empty containers back to Asia. Average rail dwell times ranged from five to seven days , and at times exceeded 10 days, terminal operators reported. Terminal operators said they have experienced most of their problems with the Union Pacific Railroad. UP continues to refine its precision-railroading strategy which involves reducing origin-destination pairs and building longer trains to improve asset utilization. Railroads that have implemented precision railroading have generated numerous complaints from customers because a residual effect of this strategy has been degradation of service . “The Wall Street guys like it, but the down side, at least in the first year or two, is that it creates a mess,” said Greg Stefflre, owner of Rail Delivery Services in Southern California. “They’re running four to six days east to west.” Mediterranean Shipping Co. has already announced it is moving its intermodal business from UP to BNSF Railway, Stefflre noted. With intermodal rail volume projected to increase modestly this peak season by 2-5 percent , beneficial cargo owners (BCOs) were anticipating better service than during the 2018 peak season. BCOs and truckers had been hoping the railroads would perform better because volumes will be lower than last year. Yet improved service on the main lines doesn’t necessarily translate to great service at marine terminals, which get hit both on the waterside by late vessel arrivals and on the landside by railroads that are late in spotting westbound trains and pulling eastbound trains. Terminals have no direct control over the railroads because rail intermodal contracts are mostly between the road and the shipping line. McCorkle said Yusen deploys a three-pronged approach to address rail service issues. The terminal speaks daily with the railroads to discuss service at the operational level. When service problems develop, the terminal contacts the shipping line, which deals with the railroads at the “main office level.” If the problems get really bad, the terminal operator, shipping line, and railroad gets together in a conference call, he said. The terminals learned last year that when rail dwell times increase and containers start to back up at the on-dock rail yards, “the railroads have a hard time catching up,” McCorkle said. Contact Bill Mongelluzzo at bill.mongelluzzo@ihsmarkit.com and follow him on Twitter: @billmongelluzzo .

North American ports

LA-LB rail service suffers ahead of peak season

<div class="phx-topic abstract-wrapper">The acquisition will allow Overhaul to incorporate FreightVerify’s visibility data that helps shippers and logistics providers measure when freight is at risk while in transit.</div>

The acquisition will allow Overhaul to incorporate FreightVerify’s visibility data that helps shippers and logistics providers measure when freight is at risk while in transit.

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<div class="phx-topic">Supply chain management software vendor Overhaul on Tuesday said it has acquired a visibility provider that caters predominantly to automotive and healthcare shippers in a bid to extend its value from risk management to inventory control. The deal for Michigan-based FreightVerify, terms of which were not disclosed, will see Overhaul incorporating FreightVerify’s part-level visibility data into its platform that helps shippers and logistics providers measure when freight is at risk while in transit. Transportation visibility has traditionally been centered around container or truckload-level tracking, whereas most shippers tend to need more granular information at a part, pallet, or product-level basis. “Enterprises need dynamic inventory control,” Overhaul CEO Barry Conlon told the Journal of Commerce. “It’s not telling them there’s a problem; it’s telling them what was done to resolve the problem.” Conlon said the demand from shippers, in particular, is managed services, not purely a software-as-a-service (SaaS) platform, and that the FreightVerify acquisition helps Overhaul move further in that direction. “Putting all these data streams together is compelling,” he said. FreightVerify was founded in 2014 by Larne Dornell and Yossi Sheffi to help shippers with complex supply chains receive granular visibility into parts and stock-keeping units (SKUs). Sheffi is better known as the director of the MIT Center for Transportation &amp; Logistics. FreightVerify has found particular success in the automotive and healthcare verticals. Conlon said incorporating part-level data into Overhaul’s platform will expose FreightVerify’s product to a wider market beyond industries such as automotive and healthcare. Overhaul customers typically use the platform to help track freight and identify security risks that could compromise production schedules or in-store availability. <h3>Goods in motion harder to track </h3>In particular, the merged application will help shippers get a warehouse level of tracking for goods in motion, which are generally harder to track. The solution will be targeted at “high-consequence cargo across the high-tech, consumer, automotive, healthcare, and life sciences industries, where visibility, precision, and protection are non-negotiable,” Overhaul said in a statement. Overhaul nominally competes in the freight visibility category with names such as project44, FourKites, and Shippeo, although it has always been more focused on the risk management end of the visibility spectrum, as it was developed as a tool to help monitor cargo security. Moving into the broader market of risk management pits it against companies such as Everstream Analytics and Resilinc. Overhaul’s last acquisition came in 2023 with its purchase of competitor SensiGuard. Conlon said Overhaul’s strong customer base in high-tech and pharmaceuticals complements FreightVerify’s industry focus, and that there is little existing customer overlap. “It’s a nice tuck-in for us,” Conlon said. “They needed a home, and we won’t break stride.” Contact Eric Johnson at <a href="mailto:eric.johnson@spglobal.com">eric.johnson@spglobal.com</a>.</div>

Supply chain management software vendor Overhaul on Tuesday said it has acquired a visibility provider that caters predominantly to automotive and healthcare shippers in a bid to extend its value from risk management to inventory control. The deal for Michigan-based FreightVerify, terms of which were not disclosed, will see Overhaul incorporating FreightVerify’s part-level visibility data into its platform that helps shippers and logistics providers measure when freight is at risk while in transit. Transportation visibility has traditionally been centered around container or truckload-level tracking, whereas most shippers tend to need more granular information at a part, pallet, or product-level basis. “Enterprises need dynamic inventory control,” Overhaul CEO Barry Conlon told the Journal of Commerce. “It’s not telling them there’s a problem; it’s telling them what was done to resolve the problem.” Conlon said the demand from shippers, in particular, is managed services, not purely a software-as-a-service (SaaS) platform, and that the FreightVerify acquisition helps Overhaul move further in that direction. “Putting all these data streams together is compelling,” he said. FreightVerify was founded in 2014 by Larne Dornell and Yossi Sheffi to help shippers with complex supply chains receive granular visibility into parts and stock-keeping units (SKUs). Sheffi is better known as the director of the MIT Center for Transportation & Logistics. FreightVerify has found particular success in the automotive and healthcare verticals. Conlon said incorporating part-level data into Overhaul’s platform will expose FreightVerify’s product to a wider market beyond industries such as automotive and healthcare. Overhaul customers typically use the platform to help track freight and identify security risks that could compromise production schedules or in-store availability. Goods in motion harder to track In particular, the merged application will help shippers get a warehouse level of tracking for goods in motion, which are generally harder to track. The solution will be targeted at “high-consequence cargo across the high-tech, consumer, automotive, healthcare, and life sciences industries, where visibility, precision, and protection are non-negotiable,” Overhaul said in a statement. Overhaul nominally competes in the freight visibility category with names such as project44, FourKites, and Shippeo, although it has always been more focused on the risk management end of the visibility spectrum, as it was developed as a tool to help monitor cargo security. Moving into the broader market of risk management pits it against companies such as Everstream Analytics and Resilinc. Overhaul’s last acquisition came in 2023 with its purchase of competitor SensiGuard. Conlon said Overhaul’s strong customer base in high-tech and pharmaceuticals complements FreightVerify’s industry focus, and that there is little existing customer overlap. “It’s a nice tuck-in for us,” Conlon said. “They needed a home, and we won’t break stride.” Contact Eric Johnson at eric.johnson@spglobal.com .

Logistics Technology News

Supply chain

Overhaul dives deeper into ‘part-level’ tracking with FreightVerify deal

<div class="phx-topic abstract-wrapper">The NMFTA’s preliminary freight charges API helps notify shippers of changes to charges, including reweighing and classification, before delivery and final invoicing.</div>

The NMFTA’s preliminary freight charges API helps notify shippers of changes to charges, including reweighing and classification, before delivery and final invoicing.

<div class="phx-topic">A new technical standard aims to plug a gap in less-than-truckload (LTL) visibility by giving shippers a better view of how LTL charges may change as shipments cross docks. The release of the preliminary freight charges application programming interface (API) standard last week comes as <a href="https://www.joc.com/article/us-ltl-rates-still-rising-after-muted-response-to-shipment-reclassification-6063877">LTL charges are in flux</a>. Changes to the National Motor Freight Classification (NMFC) may increase, or decrease, the rates shippers pay. “It remains to be seen how many invoices will be changed because of the NMFC reclassification,” said Brian Thompson, chairman of the Digital LTL Council, a division of the National Motor Freight Traffic Association (NMFTA). ”We really wanted to get out in the forefront of those NMFC changes,” said Thompson, who also is chief commercial officer for SMC3, an LTL association and data solutions provider. Revisions to the NMFC that took effect July 19 shifted more than 2,000 products or commodities into classes determined by density alone, rather than other shipping characteristics. The new API brings the NMFTA closer to offering a set of digital standards covering LTL shipping processes from a shipper’s dock to final delivery at a consignee. The preliminary freight charges API follows an electronic bill of lading standard and a standard for pickup requests and visibility, Thompson said. An in-transit visibility API standard is slated for release by the Digital LTL Council later this year, he said. <h3>Changes in transit </h3>The preliminary freight charges standard addresses a problem for shippers that has grown as new technology becomes available for carriers: invoices that change in transit. More and more carriers have dimensioners and scales used to reweigh shipments and reclassify them after they reach a carrier’s dock. That can lead to <a href="https://www.joc.com/article/us-ltl-carriers-laying-groundwork-for-higher-pricing-in-2025-5822094">changes in billed charges</a> that a shipper may not see until an invoice is reviewed weeks later. “This is really valuable for shippers and third-party logistics providers,” said Scooter Sayers, director of business development/LTL solutions for Cubiscan. “It’s all about early visibility, passing information back and forth and getting everybody on the same page.” Cubiscan develops dimensioning equipment and is not part of the LTL Digital Council. Logistics providers and carriers are already providing preliminary data on freight charges to shippers, but “putting a standard out there makes things easier for everybody,” Sayers said. Contact William B. Cassidy at <a href="mailto://bill.cassidy@spglobal.com">bill.cassidy@spglobal.com</a>. </div>

A new technical standard aims to plug a gap in less-than-truckload (LTL) visibility by giving shippers a better view of how LTL charges may change as shipments cross docks. The release of the preliminary freight charges application programming interface (API) standard last week comes as LTL charges are in flux . Changes to the National Motor Freight Classification (NMFC) may increase, or decrease, the rates shippers pay. “It remains to be seen how many invoices will be changed because of the NMFC reclassification,” said Brian Thompson, chairman of the Digital LTL Council, a division of the National Motor Freight Traffic Association (NMFTA). ”We really wanted to get out in the forefront of those NMFC changes,” said Thompson, who also is chief commercial officer for SMC3, an LTL association and data solutions provider. Revisions to the NMFC that took effect July 19 shifted more than 2,000 products or commodities into classes determined by density alone, rather than other shipping characteristics. The new API brings the NMFTA closer to offering a set of digital standards covering LTL shipping processes from a shipper’s dock to final delivery at a consignee. The preliminary freight charges API follows an electronic bill of lading standard and a standard for pickup requests and visibility, Thompson said. An in-transit visibility API standard is slated for release by the Digital LTL Council later this year, he said. Changes in transit The preliminary freight charges standard addresses a problem for shippers that has grown as new technology becomes available for carriers: invoices that change in transit. More and more carriers have dimensioners and scales used to reweigh shipments and reclassify them after they reach a carrier’s dock. That can lead to changes in billed charges that a shipper may not see until an invoice is reviewed weeks later. “This is really valuable for shippers and third-party logistics providers,” said Scooter Sayers, director of business development/LTL solutions for Cubiscan. “It’s all about early visibility, passing information back and forth and getting everybody on the same page.” Cubiscan develops dimensioning equipment and is not part of the LTL Digital Council. Logistics providers and carriers are already providing preliminary data on freight charges to shippers, but “putting a standard out there makes things easier for everybody,” Sayers said. Contact William B. Cassidy at bill.cassidy@spglobal.com .

Trucking News

Surface

New API standard advances LTL billing transparency

<div class="phx-topic abstract-wrapper">The upbeat results have led several carriers to invest in new tonnage, with vessels scheduled for delivery in 2027 and 2028.</div>

The upbeat results have led several carriers to invest in new tonnage, with vessels scheduled for delivery in 2027 and 2028.

<div class="phx-topic">Intra-Asia carriers saw net profits surge in the first half of the year on the back of strong gains in freight rates and cargo volumes. The upbeat results have led several carriers to invest in new tonnage, with vessels scheduled for delivery in 2027 and 2028. Forwarders said rates and container volumes have been supported by tight capacity partly caused by mainline carriers blanking sailings in April and May. Highlighting the buoyant trading environment, Hong Kong-listed SITC said average revenue per TEU in the first half increased 23% to $776 per TEU from $632/TEU in the prior year. This helped the carrier post an 80% increase in first-half net profit to $630 million, SITC said in a stock exchange filing. Cargo volumes rose 7% to 1.8 million TEUs. Rival Hong Kong-listed regional carrier TS Lines said it expected interim net profit to surge by up to 225% to between $180 million and $200 million, from $56 million last year, when it reports its results on Aug. 25. The increase was due to higher freight rates and an “increase in charter hire revenue” from vessels chartered to other carriers, TS said. Thailand’s Regional Container Lines (RCL) saw its net profit soar 130% to $124 million in the first half, driven by a 28% increase in freight income and a 12% rise in liftings, the carrier said. The strong results, meanwhile, have led some intra-Asia carriers to expand their fleets with new vessel orders and launch new services, including long-haul loops. TS Lines, SITC and South Korean carriers Sinokor Merchant Marine and CK Line have recently placed orders for a total of 16 ships. The largest order, worth $612 million, was awarded by Sinokor for four 13,000-TEU ships with delivery in 2028. RCL completed the delivery of six 7,000-TEU and 12,000-TEU vessels earlier this year as part of a plan to expand its network beyond Asia with the launch of an Asia-Mexico service with six other carriers including TS Lines, Sinokor, Korea Marine Transport Company (KMTC) and China’s Sinotrans Container Line. Contact Keith Wallis at <a href="mailto:keithwallis@hotmail.com">keithwallis@hotmail.com</a>.</div>

Intra-Asia carriers saw net profits surge in the first half of the year on the back of strong gains in freight rates and cargo volumes. The upbeat results have led several carriers to invest in new tonnage, with vessels scheduled for delivery in 2027 and 2028. Forwarders said rates and container volumes have been supported by tight capacity partly caused by mainline carriers blanking sailings in April and May. Highlighting the buoyant trading environment, Hong Kong-listed SITC said average revenue per TEU in the first half increased 23% to $776 per TEU from $632/TEU in the prior year. This helped the carrier post an 80% increase in first-half net profit to $630 million, SITC said in a stock exchange filing. Cargo volumes rose 7% to 1.8 million TEUs. Rival Hong Kong-listed regional carrier TS Lines said it expected interim net profit to surge by up to 225% to between $180 million and $200 million, from $56 million last year, when it reports its results on Aug. 25. The increase was due to higher freight rates and an “increase in charter hire revenue” from vessels chartered to other carriers, TS said. Thailand’s Regional Container Lines (RCL) saw its net profit soar 130% to $124 million in the first half, driven by a 28% increase in freight income and a 12% rise in liftings, the carrier said. The strong results, meanwhile, have led some intra-Asia carriers to expand their fleets with new vessel orders and launch new services, including long-haul loops. TS Lines, SITC and South Korean carriers Sinokor Merchant Marine and CK Line have recently placed orders for a total of 16 ships. The largest order, worth $612 million, was awarded by Sinokor for four 13,000-TEU ships with delivery in 2028. RCL completed the delivery of six 7,000-TEU and 12,000-TEU vessels earlier this year as part of a plan to expand its network beyond Asia with the launch of an Asia-Mexico service with six other carriers including TS Lines, Sinokor, Korea Marine Transport Company (KMTC) and China’s Sinotrans Container Line. Contact Keith Wallis at keithwallis@hotmail.com .

Container Shipping News

Container lines

Maritime

Intra-Asia carriers see H1 profits surge on higher freight rates, cargo volumes

<div class="phx-topic abstract-wrapper">Fragmentation and systems that don’t “talk to each other” are holding back the effective use of data in the project cargo industry, stakeholders say.</div>

Fragmentation and systems that don’t “talk to each other” are holding back the effective use of data in the project cargo industry, stakeholders say.

<div class="phx-topic">The slow pace of digitalization in the “super cautious” breakbulk and project logistics industry means engineering, procurement and construction (EPC) firms could be risking excess costs, more waste and less efficiency, according to EPC executives. A traditional mindset, difficulty gaining access to meaningful data and a lack of understanding around real-time large data transfers and analytics are among the factors holding back progress in a project logistics sector already heavy with fragmentation. “As an industry we don’t use data as effectively as we could do,” said Andy Young, corporate manager of logistics at Bechtel Global Logistics. Describing digitalization as a “risk topic,” he said the first challenge is getting the data from logistics services providers. “It’s better if you’re clear with them what you want the data for and how you intend to use it,” he said. Second is understanding how to handle real-time large data transfers — for example, what software and/or platform to use. “Also, integration with freight forwarders’ systems seems to be advanced, but not so with other logistics service providers,” said Young. “Being able to standardize and consolidate data across multiple logistics services providers, multiple projects, and modes of transport brings benefits.” Some project cargo forwarders allow portal access to their transportation management systems (TMSs), and some agree to data transfer. “Credit to them — they have been at the forefront of digitalization in logistics and their wider supply chain service offerings,” Young said. <h3>Fragmentation stymieing progress </h3>Brandy Aurich, vice president/global head of strategy at freight forwarder DHL Global Forwarding Industrial Projects, told the Journal of Commerce that industry fragmentation was one of the biggest challenges to digitalization. Early partnership is crucial, but shippers and forwarders are often at different stages of the digitalization journey. “If a shipper’s goal, focus, and stage in the digitalization journey are much further along than the forwarder or other suppliers, it becomes very difficult to get on the same page,” Aurich said. “On large projects, implementation moves quickly — so if you are not aligned as partners from the start, you may not have the time to get where you need to be.” Many systems don’t interact. “You have a variety of systems across the supply chain, but they don’t necessarily talk to each other,” she said. “Getting them to a point where they can communicate with each other takes significant investment, resources and time.” Aurich said there is a big gap between “wanting to be digital” and being ready and able to get there — “and that’s from both sides.” Another issue is data quality. “Is the data clean, where is that source of truth, can we trust the data?,” she said. “A shipper may provide a certain set of data, while the forwarder has another, and aligning those is critical.” A lack of expertise is also a factor. You can’t just hire a data analyst, she said; you need people who are experts in, or at least understand, project logistics and the complexities of the supply chain. Whether a company hires a project logistics specialist and trains them in data analytics, or does things the other way around, “either way it takes time, investment, and real commitment,” said Aurich. “First, look internally — do we already have people who understand project logistics and might be interested in moving into a data analyst’s role? If not, we need to be more open-minded when we are hiring data analysts or technology specialists,” she said. “Can they learn and grow in a project logistics environment? Are they willing to put in the time?” <h3>Relationships are key </h3>Young emphasized giving the right tools and support to logisticians who are being “turned into” data analysts. “You need to understand logistics, what you want to discover, what the trends are telling you,” he said. An effective strategy requires working with logistics service providers willing to partner on a digitalization journey — even if that might uncover some uncomfortable truths, Young added. “They must be willing to provide data even if it’s not ‘flattering’ to their own performance,” he said. “Fundamentally, it’s about honesty and trust, and the relationship you have with them.” The accumulation and analysis of data can drive business decisions and, more importantly, define strategy, said Young. Performance metrics can encompass areas such as container utilization, on-time status, detention, and damage ratios. Data can be used to measure logistics services providers’ performance in an ongoing project, to inform a new competitive bid, or to benchmark projects internally. Monitoring costs, volumes, locations and durations helps to identify trends and be more predictive. Consolidating data can enable accurate planning of site resources weeks in advance, including laydown allocation, labor and equipment — avoiding the scenario of having 20 people and six all-terrain cranes on site when 10 and two, respectively, would suffice. “A project trending the wrong way on pick-up times indicates a problem with the supplier, the logistics service provider or even our own project management,” Young said. “By tracking KPIs [key performance indicators], we can see early on if there is a problem — and take action to fix it.” Contact Felicity Landon on <a href="mailto:felicity@felicitylandon.com">felicity@felicitylandon.com</a>.</div>

The slow pace of digitalization in the “super cautious” breakbulk and project logistics industry means engineering, procurement and construction (EPC) firms could be risking excess costs, more waste and less efficiency, according to EPC executives. A traditional mindset, difficulty gaining access to meaningful data and a lack of understanding around real-time large data transfers and analytics are among the factors holding back progress in a project logistics sector already heavy with fragmentation. “As an industry we don’t use data as effectively as we could do,” said Andy Young, corporate manager of logistics at Bechtel Global Logistics. Describing digitalization as a “risk topic,” he said the first challenge is getting the data from logistics services providers. “It’s better if you’re clear with them what you want the data for and how you intend to use it,” he said. Second is understanding how to handle real-time large data transfers — for example, what software and/or platform to use. “Also, integration with freight forwarders’ systems seems to be advanced, but not so with other logistics service providers,” said Young. “Being able to standardize and consolidate data across multiple logistics services providers, multiple projects, and modes of transport brings benefits.” Some project cargo forwarders allow portal access to their transportation management systems (TMSs), and some agree to data transfer. “Credit to them — they have been at the forefront of digitalization in logistics and their wider supply chain service offerings,” Young said. Fragmentation stymieing progress Brandy Aurich, vice president/global head of strategy at freight forwarder DHL Global Forwarding Industrial Projects, told the Journal of Commerce that industry fragmentation was one of the biggest challenges to digitalization. Early partnership is crucial, but shippers and forwarders are often at different stages of the digitalization journey. “If a shipper’s goal, focus, and stage in the digitalization journey are much further along than the forwarder or other suppliers, it becomes very difficult to get on the same page,” Aurich said. “On large projects, implementation moves quickly — so if you are not aligned as partners from the start, you may not have the time to get where you need to be.” Many systems don’t interact. “You have a variety of systems across the supply chain, but they don’t necessarily talk to each other,” she said. “Getting them to a point where they can communicate with each other takes significant investment, resources and time.” Aurich said there is a big gap between “wanting to be digital” and being ready and able to get there — “and that’s from both sides.” Another issue is data quality. “Is the data clean, where is that source of truth, can we trust the data?,” she said. “A shipper may provide a certain set of data, while the forwarder has another, and aligning those is critical.” A lack of expertise is also a factor. You can’t just hire a data analyst, she said; you need people who are experts in, or at least understand, project logistics and the complexities of the supply chain. Whether a company hires a project logistics specialist and trains them in data analytics, or does things the other way around, “either way it takes time, investment, and real commitment,” said Aurich. “First, look internally — do we already have people who understand project logistics and might be interested in moving into a data analyst’s role? If not, we need to be more open-minded when we are hiring data analysts or technology specialists,” she said. “Can they learn and grow in a project logistics environment? Are they willing to put in the time?” Relationships are key Young emphasized giving the right tools and support to logisticians who are being “turned into” data analysts. “You need to understand logistics, what you want to discover, what the trends are telling you,” he said. An effective strategy requires working with logistics service providers willing to partner on a digitalization journey — even if that might uncover some uncomfortable truths, Young added. “They must be willing to provide data even if it’s not ‘flattering’ to their own performance,” he said. “Fundamentally, it’s about honesty and trust, and the relationship you have with them.” The accumulation and analysis of data can drive business decisions and, more importantly, define strategy, said Young. Performance metrics can encompass areas such as container utilization, on-time status, detention, and damage ratios. Data can be used to measure logistics services providers’ performance in an ongoing project, to inform a new competitive bid, or to benchmark projects internally. Monitoring costs, volumes, locations and durations helps to identify trends and be more predictive. Consolidating data can enable accurate planning of site resources weeks in advance, including laydown allocation, labor and equipment — avoiding the scenario of having 20 people and six all-terrain cranes on site when 10 and two, respectively, would suffice. “A project trending the wrong way on pick-up times indicates a problem with the supplier, the logistics service provider or even our own project management,” Young said. “By tracking KPIs [key performance indicators], we can see early on if there is a problem — and take action to fix it.” Contact Felicity Landon on felicity@felicitylandon.com .

Breakbulk News

Breakbulk carriers

Heavy-haul transport

Project cargo

Slow-moving digitalization is threat to project sector progress, EPCs warn

<div class="phx-topic abstract-wrapper">The all-Scandinavian takeover will combine data sources in a move designed to bring transparency and efficiency to how ocean freight is bought and sold, Xeneta CEO Patrick Berglund says. </div>

The all-Scandinavian takeover will combine data sources in a move designed to bring transparency and efficiency to how ocean freight is bought and sold, Xeneta CEO Patrick Berglund says.

<div class="phx-topic">Rate benchmarking platform Xeneta said Monday it has acquired fellow maritime and supply chain data company eeSea, creating a combined data source meant to provide deeper insight into an increasingly disrupted container shipping market. Oslo-based Xeneta will add Copenhagen-headquartered eeSea’s global schedule, capacity, transit time and reliability data to its wide range of freight rate information and analysis across major trade lanes, Xeneta said in a statement. Financial details of the transaction were not disclosed. Xeneta CEO Patrik Berglund said the acquisition would further a shared mission by the two companies to bring transparency and efficiency to how ocean freight is bought and sold. “Our combined data sources and coverage will provide customers with more actionable intelligence to control freight spend, as well as delivery reliability,” Berglund said in the statement. Xeneta counts global shippers such as Nestlé, Volvo and Coca-Cola among the customers that use its platform. Simon Sundboell, eeSea’s founder and CEO, said he was fully onboard with Xeneta’s commitment to changing the way ocean freight is negotiated. “A true partnership between carriers and cargo owners relies not only on the freight rates paid, but also on the operational performance provided by the carrier, such as transit times, reliability, canceled sailings, weekly stability and schedule forecasting accuracy,” Sundboell said in the statement. Founded in 2015, eeSea offers insights and predictive analysis for the global container shipping industry. Combining multiple data sources and understanding historical patterns, the eeSea platform offers real-time vessel tracking and forecasting, reliability and transit time analytics and strategic insight into trade lane capacity, including canceled sailings. The Journal of Commerce has data usage deals with both Xeneta and eeSea. Contact Greg Knowler at <a href="mailto:greg.knowler@spglobal.com">greg.knowler@spglobal.com</a>. </div>

Rate benchmarking platform Xeneta said Monday it has acquired fellow maritime and supply chain data company eeSea, creating a combined data source meant to provide deeper insight into an increasingly disrupted container shipping market. Oslo-based Xeneta will add Copenhagen-headquartered eeSea’s global schedule, capacity, transit time and reliability data to its wide range of freight rate information and analysis across major trade lanes, Xeneta said in a statement. Financial details of the transaction were not disclosed. Xeneta CEO Patrik Berglund said the acquisition would further a shared mission by the two companies to bring transparency and efficiency to how ocean freight is bought and sold. “Our combined data sources and coverage will provide customers with more actionable intelligence to control freight spend, as well as delivery reliability,” Berglund said in the statement. Xeneta counts global shippers such as Nestlé, Volvo and Coca-Cola among the customers that use its platform. Simon Sundboell, eeSea’s founder and CEO, said he was fully onboard with Xeneta’s commitment to changing the way ocean freight is negotiated. “A true partnership between carriers and cargo owners relies not only on the freight rates paid, but also on the operational performance provided by the carrier, such as transit times, reliability, canceled sailings, weekly stability and schedule forecasting accuracy,” Sundboell said in the statement. Founded in 2015, eeSea offers insights and predictive analysis for the global container shipping industry. Combining multiple data sources and understanding historical patterns, the eeSea platform offers real-time vessel tracking and forecasting, reliability and transit time analytics and strategic insight into trade lane capacity, including canceled sailings. The Journal of Commerce has data usage deals with both Xeneta and eeSea. Contact Greg Knowler at greg.knowler@spglobal.com .

Xeneta expands shipping data footprint with acquisition of eeSea

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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. 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