<div class="phx-topic abstract-wrapper">YRC Worldwide's banking group came to the troubled carrier's rescue today, extending its credit agreement until Jan.</div>

YRC Worldwide's banking group came to the troubled carrier's rescue today, extending its credit agreement until Jan.

<div>YRC Worldwide's banking group came to the troubled carrier's rescue today, extending its credit agreement until Jan. 12 and effectively giving YRC another month to complete a debt-for-equity swap with bondholders key to its plans to avoid bankruptcy.In their thirteenth amendment to the credit agreement since 2007, the banking group agreed to continue to let YRC draw up to $50 million at any time from its $950 million revolver reserve block, and it suspends a minimum cash requirement through Jan. 11.That pushes off concern over a near-term bankruptcy filing by the carrier, which has lost more than $2 billion over...

YRC Worldwide's banking group came to the troubled carrier's rescue today, extending its credit agreement until Jan. 12 and effectively giving YRC another month to complete a debt-for-equity swap with bondholders key to its plans to avoid bankruptcy. In their thirteenth amendment to the credit agreement since 2007, the banking group agreed to continue to let YRC draw up to $50 million at any time from its $950 million revolver reserve block, and it suspends a minimum cash requirement through Jan. 11. That pushes off concern over a near-term bankruptcy filing by the carrier, which has lost more than $2 billion over the past two and a half years. The company detailed the credit amendment in a Dec. 16 filing with the Securities and Exchange Commission. YRC is wrestling with reluctant bondholders as it struggles to complete a debt-for-equity swap that would wipe $536.8 million in debt from its books. As of Dec. 15, 75 percent of the bondholders had agreed to the exchange, but the tender offer requires 95 percent of the note holders to swap their bonds for company stock. The company extended the deadline for the deal a third time today, until midnight Dec. 17. Even if it fails to get 95 percent of the bondholders on board, YRC could renegotiate the terms of the tender offer or lower the participation requirement with the approval of two-thirds of its banking group, which is led by J.P. Morgan Chase & Co. The debt-equity exchange would trigger new lending and liquidity agreements the banking group approved in October and is required by the Teamsters union. With the approval of the debt tender from the bank group, the added liquidity would carry YRC Worldwide into 2010, said R.W. Baird & Co. analyst Jon A. Langenfeld. The swap would result in increased liquidity, suspended interest payments related to bank debt and eliminated interest on tendered bonds for YRC Worldwide, he said. Contact William B. Cassidy at wcassidy@joc.com .

Trucking News

Banks Extend YRC Worldwide's Credit Line

<div class="phx-topic abstract-wrapper">Separate statements from the Gemini partners said “unforeseen constraints” prompted the moves, which come as the US weighs a possible military strike on Iran. </div>

Separate statements from the Gemini partners said “unforeseen constraints” prompted the moves, which come as the US weighs a possible military strike on Iran.

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<div class="phx-topic">Gemini Cooperation partners Maersk and Hapag-Lloyd are rerouting some Suez Canal and Red Sea services back via the Cape of Good Hope because of “unforeseen constraints” in the volatile region, the carriers said Friday. Separate statements from the carriers did not detail those constraints, but the moves come as the US weighs a possible military strike on Iran over that country’s nuclear program. Washington has built up a massive naval presence in the region in advance of a potential attack. “We are currently experiencing unforeseen constraints arising from the wider operating environment in the Red Sea region,” the carriers said. “After conversations with our security partners, it is clear that these constraints are making it challenging to avoid delays in regard to passage through the area.” Major liners have mostly avoided the Red Sea/Suez route since late 2023 when Houthi militants operating in Yemen began their attacks on commercial shipping to protest Israel’s move into Gaza, forcing lengthy diversions around southern Africa. With the US possibly targeting Iran, there are fears the Tehran-backed Houthis could resume attacks on vessels to launch a proxy war in retaliation. Maersk and Hapag-Lloyd said selected sailings on their ME11/IMX service connecting India, the Mediterranean and Spain would be affected starting next month. The weekly loop — known as the ME11 for Maersk and the IMX for Hapag-Lloyd — calls Jebel Ali (Dubai), Mundra and Nhava Sheva (India), Salalah (Oman), Port Tangier (Morocco), Valencia (Spain) and Port Said (Egypt). A source at Maersk <a href="https://www.joc.com/article/gemini-india-med-service-the-next-to-plan-return-to-red-seasuez-passage-6152941">told the Journal of Commerce in mid-January</a> that the service would resume transits through the Red Sea and Suez “shortly.” Maersk also said in its statement Friday that some sailings on its independently operated MECL service connecting the Middle East and India with the US East Coast would also switch back to sailing around southern Africa. That service had <a href="https://www.joc.com/article/maersk-set-to-resume-regular-suez-transits-on-india-usec-mecl-loop-sources-6152441">only resumed transits through the Red Sea/Suez weeks ago.</a> <h3>Trans-Suez route remains a priority for other sailings </h3>The Gemini partners said the first westbound Cape of Good Hope sailing on the ME11/IMX service will be made by the 15,282-TEU Maersk Houston departing Salalah on March 5. The first eastbound sailing will be by the 15,226-TEU Maersk Hamburg departing Port Tangiers on March 8. Maersk added that the first eastbound vessel on its MECL service making the longer Cape of Good Hope voyage will be the 6,648-TEU Maersk Senang departing Port Tangiers on March 1. The 6,200-TEU Maersk Detroit will make the first westbound detour, leaving Salalah on March 11. The Cape of Good Hope diversions announced Friday cover the first half of March. “On all additional sailings, we continue to prioritze the trans-Suez route for these services as it is the fastest, most sustainable and most efficient way for us to serve our customers,” both carriers said their separate statements. Contact Keith Wallis at <a href="mailto:keithwallis@hotmail.com">keithwallis@hotmail.com</a>. </div>

Gemini Cooperation partners Maersk and Hapag-Lloyd are rerouting some Suez Canal and Red Sea services back via the Cape of Good Hope because of “unforeseen constraints” in the volatile region, the carriers said Friday. Separate statements from the carriers did not detail those constraints, but the moves come as the US weighs a possible military strike on Iran over that country’s nuclear program. Washington has built up a massive naval presence in the region in advance of a potential attack. “We are currently experiencing unforeseen constraints arising from the wider operating environment in the Red Sea region,” the carriers said. “After conversations with our security partners, it is clear that these constraints are making it challenging to avoid delays in regard to passage through the area.” Major liners have mostly avoided the Red Sea/Suez route since late 2023 when Houthi militants operating in Yemen began their attacks on commercial shipping to protest Israel’s move into Gaza, forcing lengthy diversions around southern Africa. With the US possibly targeting Iran, there are fears the Tehran-backed Houthis could resume attacks on vessels to launch a proxy war in retaliation. Maersk and Hapag-Lloyd said selected sailings on their ME11/IMX service connecting India, the Mediterranean and Spain would be affected starting next month. The weekly loop — known as the ME11 for Maersk and the IMX for Hapag-Lloyd — calls Jebel Ali (Dubai), Mundra and Nhava Sheva (India), Salalah (Oman), Port Tangier (Morocco), Valencia (Spain) and Port Said (Egypt). A source at Maersk told the Journal of Commerce in mid-January that the service would resume transits through the Red Sea and Suez “shortly.” Maersk also said in its statement Friday that some sailings on its independently operated MECL service connecting the Middle East and India with the US East Coast would also switch back to sailing around southern Africa. That service had only resumed transits through the Red Sea/Suez weeks ago. Trans-Suez route remains a priority for other sailings The Gemini partners said the first westbound Cape of Good Hope sailing on the ME11/IMX service will be made by the 15,282-TEU Maersk Houston departing Salalah on March 5. The first eastbound sailing will be by the 15,226-TEU Maersk Hamburg departing Port Tangiers on March 8. Maersk added that the first eastbound vessel on its MECL service making the longer Cape of Good Hope voyage will be the 6,648-TEU Maersk Senang departing Port Tangiers on March 1. The 6,200-TEU Maersk Detroit will make the first westbound detour, leaving Salalah on March 11. The Cape of Good Hope diversions announced Friday cover the first half of March. “On all additional sailings, we continue to prioritze the trans-Suez route for these services as it is the fastest, most sustainable and most efficient way for us to serve our customers,” both carriers said their separate statements. Contact Keith Wallis at keithwallis@hotmail.com .

Container lines

Asia-Europe

Container Shipping News

Maritime

Maersk, Hapag-Lloyd to reroute some March sailings away from Red Sea/Suez

<div class="phx-topic abstract-wrapper">Onshore wind and AI energy support offer twin strands of positivity for wind shippers operating in the US despite the Trump administration’s battle against renewable energy. </div>

Onshore wind and AI energy support offer twin strands of positivity for wind shippers operating in the US despite the Trump administration’s battle against renewable energy.

<div class="phx-topic">Surging demand for power to support data centers is generating optimism for original equipment manufacturers (OEMs) of wind turbines, even as permitting bans, project suspensions and import tariffs knock the wind out of US renewable energy markets. Turbines for onshore and offshore wind projects are considered a key source of breakbulk and project cargo. Increasing energy demands could propel turbine manufacturing, while <a href="https://www.joc.com/article/trump-administration-seeks-to-undo-court-rulings-favoring-offshore-wind-projects-6173748">US project interruptions and legal wranglings</a> continue to threaten wind equipment production. Amid the Trump administration’s pushback against wind energy, German onshore turbine maker Nordex SE and Danish turbine maker Vestas remain steadfast on playing the long game on US onshore projects as data center construction rapidly drives up power demands. Nordex, which primarily serves the onshore wind market, is projecting gains this year after global project orders grew 10% to $3.7 billion in the fourth quarter and increased 25% to a record high of $11 billion for all of 2025. During the company’s Feb. 26 earnings call, Nordex CEO Jose Luis Blanco cited “momentum” in the US market as customers continue to invest in wind developments. “Unfortunately, projects are pending permits from the federal government,” he said. “And this is something that honestly nobody has a view of when those permits are going to flow.” Despite those holdups, a “super cycle” of mounting energy needs to support AI infrastructure has reinforced the company’s decision to invest in the US long term, Blanco said. “Yes, maybe most of it is going to be delivered by gas, but wind plays a fantastic role to fit more with the demand profile of data centers, which is what has mainly driven electricity demand increase in the US,” he said. Nordex in December secured contracts from Alliant Energy for up to 190 turbines for wind projects in the US Midwest. Nordex will produce the turbines at its West Branch, Iowa, facility, which reopened in July after being shuttered for 12 years. <h3>Surge in onshore wind activity </h3>Vestas came out as bullish on the power generation buildout, with the company forecasting continued growth in 2026 following a year marked by higher onshore activity that offset lower offshore orders. After growing revenues 9% to $22 billion in 2025, Vestas estimates those numbers will increase to between $24 billion to $26 billion in 2026. In its Feb. 5 year-end earnings report, Vestas described US onshore wind as a market characterized by changes to legislation and tariffs, with developers still awaiting clarity on policy issues. “Nevertheless, there remain strong, fundamental drivers of wind power deployment in the USA, in particular the fast-growing electricity demand linked to the rise of AI and the buildout of data centers,” Vestas said. CEO Henrik Andersen confirmed there are opportunities to upgrade aging onshore turbines in the US, adding that modern components make it possible to replace three turbines with one and still generate more electricity. “It’s ongoing. It’s happening. It’s only now a matter of how quickly can you get the permitting, because the capital is there to get it done,” Andersen said during an earnings call. Orders for the year fell 9% to $20.5 billion, driven by fewer offshore orders in Europe, the Middle East, Africa and the Americas. Still, those orders led to a record-high order backlog for Vestas of $84.8 billion for 2025, up 5% from the previous year. <h3>Siemens wind business narrows losses </h3>Meanwhile, tariffs continue to present uncertainties for Spain’s Siemens Gamesa Renewable Energy and for its German parent company Siemens Energy AG. “In the wind power business...the tariff impact was the most substantial of all of ours,” Siemens Energy CFO Maria Ferraro said during the company’s fiscal first-quarter earnings call earlier this month. “So of course, we're watching that very carefully,” However, the US accounted for the company’s largest growth contributor because of a $470 million onshore repowering order, even as orders for the period fell 34% to $1.8 billion. Following a period of volatility related to defective onshore turbines, Siemens Gamesa is set to break even in 2026 after narrowing its FY first-quarter losses to $261 million from $499 million a year ago. Also in the first quarter, Siemens Gamesa received the first order for its SG 7.0 turbine, the successor to the troubled 5.X platform. Major flaws were discovered in 15% to 30% of the manufacturer’s already installed 4.X and 5.X onshore wind turbines in June 2023. <h3>US offshore delays wear down GE Vernova </h3>GE Vernova expects losses to widen in the first quarter after offshore wind project suspensions in the US made a sizeable dent in quarterly and full-year performance. Wind losses are on track to fall to $300 million to $400 million year over year in the first quarter, primarily from lower onshore wind volume and US import tariffs that have cost the company $70 million since the second quarter of 2025. The company’s wind business posted a $225 million loss in earnings before interest, taxes, depreciation and amortization (EBITDA) for the 2025 fourth quarter compared to a gain of $19 million for the same period in 2024. Losses for the year came in at $600 million, higher than initial projections of $400 million, driven by the US government’s Dec. 22 stop-work order on five offshore wind projects, including the Vineyard Wind project using GE Vernova’s blades. “Until that point, our team was on a path to achieve...expectations as they worked to complete the Vineyard Wind project in early January,” CFO Ken Parks said during a Q4 earnings call. A series of court rulings in January and February have allowed those projects to resume, but the Trump administration has pledged to appeal those decisions. Despite US setbacks, GE Vernova’s fourth-quarter wind orders increased 53% year over year to $3.1 billion, driven by improved onshore wind equipment orders, primarily outside of North America. Contact Autumn Cafiero Giusti at <a href="mailto:autumn@autumngiusti.com">autumn@autumngiusti.com</a>.</div>

Surging demand for power to support data centers is generating optimism for original equipment manufacturers (OEMs) of wind turbines, even as permitting bans, project suspensions and import tariffs knock the wind out of US renewable energy markets. Turbines for onshore and offshore wind projects are considered a key source of breakbulk and project cargo. Increasing energy demands could propel turbine manufacturing, while US project interruptions and legal wranglings continue to threaten wind equipment production. Amid the Trump administration’s pushback against wind energy, German onshore turbine maker Nordex SE and Danish turbine maker Vestas remain steadfast on playing the long game on US onshore projects as data center construction rapidly drives up power demands. Nordex, which primarily serves the onshore wind market, is projecting gains this year after global project orders grew 10% to $3.7 billion in the fourth quarter and increased 25% to a record high of $11 billion for all of 2025. During the company’s Feb. 26 earnings call, Nordex CEO Jose Luis Blanco cited “momentum” in the US market as customers continue to invest in wind developments. “Unfortunately, projects are pending permits from the federal government,” he said. “And this is something that honestly nobody has a view of when those permits are going to flow.” Despite those holdups, a “super cycle” of mounting energy needs to support AI infrastructure has reinforced the company’s decision to invest in the US long term, Blanco said. “Yes, maybe most of it is going to be delivered by gas, but wind plays a fantastic role to fit more with the demand profile of data centers, which is what has mainly driven electricity demand increase in the US,” he said. Nordex in December secured contracts from Alliant Energy for up to 190 turbines for wind projects in the US Midwest. Nordex will produce the turbines at its West Branch, Iowa, facility, which reopened in July after being shuttered for 12 years. Surge in onshore wind activity Vestas came out as bullish on the power generation buildout, with the company forecasting continued growth in 2026 following a year marked by higher onshore activity that offset lower offshore orders. After growing revenues 9% to $22 billion in 2025, Vestas estimates those numbers will increase to between $24 billion to $26 billion in 2026. In its Feb. 5 year-end earnings report, Vestas described US onshore wind as a market characterized by changes to legislation and tariffs, with developers still awaiting clarity on policy issues. “Nevertheless, there remain strong, fundamental drivers of wind power deployment in the USA, in particular the fast-growing electricity demand linked to the rise of AI and the buildout of data centers,” Vestas said. CEO Henrik Andersen confirmed there are opportunities to upgrade aging onshore turbines in the US, adding that modern components make it possible to replace three turbines with one and still generate more electricity. “It’s ongoing. It’s happening. It’s only now a matter of how quickly can you get the permitting, because the capital is there to get it done,” Andersen said during an earnings call. Orders for the year fell 9% to $20.5 billion, driven by fewer offshore orders in Europe, the Middle East, Africa and the Americas. Still, those orders led to a record-high order backlog for Vestas of $84.8 billion for 2025, up 5% from the previous year. Siemens wind business narrows losses Meanwhile, tariffs continue to present uncertainties for Spain’s Siemens Gamesa Renewable Energy and for its German parent company Siemens Energy AG. “In the wind power business...the tariff impact was the most substantial of all of ours,” Siemens Energy CFO Maria Ferraro said during the company’s fiscal first-quarter earnings call earlier this month. “So of course, we're watching that very carefully,” However, the US accounted for the company’s largest growth contributor because of a $470 million onshore repowering order, even as orders for the period fell 34% to $1.8 billion. Following a period of volatility related to defective onshore turbines, Siemens Gamesa is set to break even in 2026 after narrowing its FY first-quarter losses to $261 million from $499 million a year ago. Also in the first quarter, Siemens Gamesa received the first order for its SG 7.0 turbine, the successor to the troubled 5.X platform. Major flaws were discovered in 15% to 30% of the manufacturer’s already installed 4.X and 5.X onshore wind turbines in June 2023. US offshore delays wear down GE Vernova GE Vernova expects losses to widen in the first quarter after offshore wind project suspensions in the US made a sizeable dent in quarterly and full-year performance. Wind losses are on track to fall to $300 million to $400 million year over year in the first quarter, primarily from lower onshore wind volume and US import tariffs that have cost the company $70 million since the second quarter of 2025. The company’s wind business posted a $225 million loss in earnings before interest, taxes, depreciation and amortization (EBITDA) for the 2025 fourth quarter compared to a gain of $19 million for the same period in 2024. Losses for the year came in at $600 million, higher than initial projections of $400 million, driven by the US government’s Dec. 22 stop-work order on five offshore wind projects, including the Vineyard Wind project using GE Vernova’s blades. “Until that point, our team was on a path to achieve...expectations as they worked to complete the Vineyard Wind project in early January,” CFO Ken Parks said during a Q4 earnings call. A series of court rulings in January and February have allowed those projects to resume, but the Trump administration has pledged to appeal those decisions. Despite US setbacks, GE Vernova’s fourth-quarter wind orders increased 53% year over year to $3.1 billion, driven by improved onshore wind equipment orders, primarily outside of North America. Contact Autumn Cafiero Giusti at autumn@autumngiusti.com .

Energy projects

Project cargo

Breakbulk News

Wind OEMs pin hopes on data center energy demands amid US setbacks

<div class="phx-topic abstract-wrapper">Hapag could leverage Zim-owned Gold Star Line’s ready-made ro/ro fleet to expand its offering in the breakbulk market, but overcapacity provides potential headwinds. </div>

Hapag could leverage Zim-owned Gold Star Line’s ready-made ro/ro fleet to expand its offering in the breakbulk market, but overcapacity provides potential headwinds.

<div class="phx-topic">Hapag-Lloyd’s <a href="https://www.joc.com/article/hapag-lloyd-bolsters-fleet-with-42-billion-deal-to-acquire-zim-6170540">planned $4.2 billion takeover of Zim Integrated Shipping Services</a> offers an opportunity to develop the car carrier business established by Zim’s Hong Kong-headquartered affiliate Gold Star Line (GSL), shipping executives say. GSL currently operates two roll-on/roll-off (ro/ro) services linking Asia and Latin America and Asia with Africa. The Gold Star Pacific Vehicle Carrier (GPL) service includes calls at Shanghai, Masan (South Korea) and Yokohama, linking with Mazatlan and Lazaro Cardenas in Mexico, Buenaventura (Colombia) and San Antonio (Chile). Current vessel schedules show on-demand inducement calls at California’s Port Hueneme and Manta in Ecuador. Similarly, the VEC service includes calls such as Kobe (Japan), Taicang and Shanghai in China, Mombasa (Kenya) and Dar es Salaam (Tanzania). Vessels listed under the same service are also calling at Paranagua and Vitoria in Brazil in the next few weeks. Gold Star’s car carriers also call at Ashdod in Israel. GSL has developed its car carrier operations through specialized business, “targeting niche trades where we can provide a competitive service,” a senior source close to the company told the Journal of Commerce. “As a global operator, we have an ability to pivot quickly and efficiently towards areas to help our customers and their pain points,” the executive added. A third GSL ro/ro service connecting Asia and Europe has been suspended, although it could be reinstated. <h3>Operating a lean fleet </h3>Esgian, an Oslo, Norway-headquartered maritime consultant, said Gold Star Line has trimmed its ro/ro operations in the last few months. “Our data shows GSL currently operates a ro/ro fleet of 13 vessels,” Mijeong Jang Rolfsen, Esgian’s senior market impact analyst/shipping, told the Journal of Commerce. The vessels vary in size between 4,000 and 6,500 car equivalent units (CEUs) and are mostly chartered from other operators including Gram Car Carriers, Zodiac Maritime and Cido Shipping. “In terms of commercial footprint, Gold Star Line recorded 72 port calls in Q4 2025, which is 12% down from the previous quarter [Q3 2025], spanning Asia with services extending to South America and selected ports in Africa,” Rolfsen said. Captain Igal Dafni, who was Gold Star Line’s managing director in the early 2000s, said GSL’s ro/ro services are potentially a new source of business for Hapag-Lloyd. Dafni agreed Hapag-Lloyd could use the moves into the car carrier sector by rival container lines Mediterranean Shipping Co. and CMA CGM as a blueprint for its own expansion into the market, using GSL’s existing network as the foundation. “But I’m not sure what it will do,” he said. MSC entered the vehicle carrier sector in 2024 after acquiring Gram Car Carriers and has a fleet of approximately 20 pure car and truck carriers. CMA CGM operates ro/ro services in the Mediterranean and North Africa. <h3>Flurry of new vessels pressurizing the sector </h3>While GSL is focused on bespoke services that should be more profitable, the wider car carrier sector is facing increasing headwinds, especially potential overcapacity that could hit freight rates. “There is a huge backlog of new vessels to be delivered between 2026 [and] 2030 which will create significant pressure for tonnage providers and operators,” a senior executive at a European freight forwarder specializing in the vehicle carrier sector told the Journal of Commerce. British shipbroker Clarksons said there are 140 car carriers on order, equivalent to 16% of the existing fleet of 899 ships, although 27% of the fleet is over 20 years old and is a likely candidate for scrapping. “So, I am not so sure the sector will continue to boom and [be] ... a great market to enter, especially if you are not well established,” the forwarding executive said. “It could be Hapag-Lloyd will keep GSL’s existing car carrier services until they feel comfortable and see how things turn out.” Hapag-Lloyd and Gold Star Line executives told the Journal of Commerce it was too early to comment on how the Hamburg-based carrier would develop GSL’s business. Contact Keith Wallis at <a href="mailto:keithwallis@hotmail.com">keithwallis@hotmail.com</a>. </div>

Hapag-Lloyd’s planned $4.2 billion takeover of Zim Integrated Shipping Services offers an opportunity to develop the car carrier business established by Zim’s Hong Kong-headquartered affiliate Gold Star Line (GSL), shipping executives say. GSL currently operates two roll-on/roll-off (ro/ro) services linking Asia and Latin America and Asia with Africa. The Gold Star Pacific Vehicle Carrier (GPL) service includes calls at Shanghai, Masan (South Korea) and Yokohama, linking with Mazatlan and Lazaro Cardenas in Mexico, Buenaventura (Colombia) and San Antonio (Chile). Current vessel schedules show on-demand inducement calls at California’s Port Hueneme and Manta in Ecuador. Similarly, the VEC service includes calls such as Kobe (Japan), Taicang and Shanghai in China, Mombasa (Kenya) and Dar es Salaam (Tanzania). Vessels listed under the same service are also calling at Paranagua and Vitoria in Brazil in the next few weeks. Gold Star’s car carriers also call at Ashdod in Israel. GSL has developed its car carrier operations through specialized business, “targeting niche trades where we can provide a competitive service,” a senior source close to the company told the Journal of Commerce. “As a global operator, we have an ability to pivot quickly and efficiently towards areas to help our customers and their pain points,” the executive added. A third GSL ro/ro service connecting Asia and Europe has been suspended, although it could be reinstated. Operating a lean fleet Esgian, an Oslo, Norway-headquartered maritime consultant, said Gold Star Line has trimmed its ro/ro operations in the last few months. “Our data shows GSL currently operates a ro/ro fleet of 13 vessels,” Mijeong Jang Rolfsen, Esgian’s senior market impact analyst/shipping, told the Journal of Commerce. The vessels vary in size between 4,000 and 6,500 car equivalent units (CEUs) and are mostly chartered from other operators including Gram Car Carriers, Zodiac Maritime and Cido Shipping. “In terms of commercial footprint, Gold Star Line recorded 72 port calls in Q4 2025, which is 12% down from the previous quarter [Q3 2025], spanning Asia with services extending to South America and selected ports in Africa,” Rolfsen said. Captain Igal Dafni, who was Gold Star Line’s managing director in the early 2000s, said GSL’s ro/ro services are potentially a new source of business for Hapag-Lloyd. Dafni agreed Hapag-Lloyd could use the moves into the car carrier sector by rival container lines Mediterranean Shipping Co. and CMA CGM as a blueprint for its own expansion into the market, using GSL’s existing network as the foundation. “But I’m not sure what it will do,” he said. MSC entered the vehicle carrier sector in 2024 after acquiring Gram Car Carriers and has a fleet of approximately 20 pure car and truck carriers. CMA CGM operates ro/ro services in the Mediterranean and North Africa. Flurry of new vessels pressurizing the sector While GSL is focused on bespoke services that should be more profitable, the wider car carrier sector is facing increasing headwinds, especially potential overcapacity that could hit freight rates. “There is a huge backlog of new vessels to be delivered between 2026 [and] 2030 which will create significant pressure for tonnage providers and operators,” a senior executive at a European freight forwarder specializing in the vehicle carrier sector told the Journal of Commerce. British shipbroker Clarksons said there are 140 car carriers on order, equivalent to 16% of the existing fleet of 899 ships, although 27% of the fleet is over 20 years old and is a likely candidate for scrapping. “So, I am not so sure the sector will continue to boom and [be] ... a great market to enter, especially if you are not well established,” the forwarding executive said. “It could be Hapag-Lloyd will keep GSL’s existing car carrier services until they feel comfortable and see how things turn out.” Hapag-Lloyd and Gold Star Line executives told the Journal of Commerce it was too early to comment on how the Hamburg-based carrier would develop GSL’s business. Contact Keith Wallis at keithwallis@hotmail.com .

Ro/ro cargo

Zim deal offers Hapag-Lloyd entry into niche car carrier market  

<div class="phx-topic abstract-wrapper">Europe’s largest port handled 14.2 million TEUs during what was described by its CEO as “a challenging year” set against a backdrop of escalating geopolitical tensions. </div>

Europe’s largest port handled 14.2 million TEUs during what was described by its CEO as “a challenging year” set against a backdrop of escalating geopolitical tensions.

<div class="phx-topic">Container volume at the Port of Rotterdam grew 3.1% in 2025, driven by a second-half surge in imports from Asia and rising trade with North America that boosted annual throughput. But the volume growth at Europe’s largest port was held back by ongoing congestion last year as carrier alliance restructuring saw “a significant amount of throughput volume” being diverted to other ports, Rotterdam said in a statement Thursday. A total of 14.2 million TEUs crossed Rotterdam’s busy wharves in 2025, which was “a challenging year” that came against “a backdrop of further escalating geopolitical tensions,” according to Boudewijn Siemons, CEO of the Port of Rotterdam Authority. “Chemical and logistics companies in our port were under considerable pressure and European industry was affected by increasing global competition,” Siemons said. “A continued focus on resilience, agility and intensive cooperation at the national and European level is crucial in this regard — both for the supply chain and for industry,” he added. Rotterdam’s imports of 6.8 million TEUs for the full year were down 5.7% year over year, but within those numbers was a 9.3% increase in imports from Asia and a 13.6% increase in two-way trade with North America. Total exports were up 12.7% at 7.4 million TEUs. <h3>Europe’s competitive position eroding </h3>The port said Europe’s deteriorating competitive position across several industries placed downward pressure on container volume and transshipment, leading to greater throughput of empty containers. The eroding competitive position of European industry also weighed heavily on Rotterdam’s steel, coal and raw materials bulk shipments, with concerns raised by the port over lagging investment in industry by the business community. Over the past 12 months, several chemical companies have announced plans to close their factories in Rotterdam, and investments in new and ongoing projects have been halted, primarily in renewable fuels, the port statement noted. “The measures taken by the government in 2025 are positive, but insufficient to level the playing field in the Netherlands with that in Europe,” the port said. “Additionally, competition from countries such as China remains evident.” The government measures focused on providing more predictable tax policies for industry, enhancing innovation in key technological sectors and reducing the regulatory burden. From a eurozone perspective, there was positive news in the latest Purchasing Managers’ Index (PMI) compiled by Hamburg Commercial Bank and Journal of Commerce parent S&amp;P Global. Cyrus de la Rubia, chief economist at Hamburg Commercial Bank, said Europe’s manufacturing sector could be at a turning point, with the headline PMI in February showing business activity rising at its fastest pace in three months. “Overall, it seems that the manufacturing sector is on a more stable footing and could contribute to overall growth this year instead of being a drag for the economy,” de la Rubia wrote in his analysis of the PMI results. Contact Greg Knowler at <a href="">greg.knowler@spglobal.com</a>. </div>

Container volume at the Port of Rotterdam grew 3.1% in 2025, driven by a second-half surge in imports from Asia and rising trade with North America that boosted annual throughput. But the volume growth at Europe’s largest port was held back by ongoing congestion last year as carrier alliance restructuring saw “a significant amount of throughput volume” being diverted to other ports, Rotterdam said in a statement Thursday. A total of 14.2 million TEUs crossed Rotterdam’s busy wharves in 2025, which was “a challenging year” that came against “a backdrop of further escalating geopolitical tensions,” according to Boudewijn Siemons, CEO of the Port of Rotterdam Authority. “Chemical and logistics companies in our port were under considerable pressure and European industry was affected by increasing global competition,” Siemons said. “A continued focus on resilience, agility and intensive cooperation at the national and European level is crucial in this regard — both for the supply chain and for industry,” he added. Rotterdam’s imports of 6.8 million TEUs for the full year were down 5.7% year over year, but within those numbers was a 9.3% increase in imports from Asia and a 13.6% increase in two-way trade with North America. Total exports were up 12.7% at 7.4 million TEUs. Europe’s competitive position eroding The port said Europe’s deteriorating competitive position across several industries placed downward pressure on container volume and transshipment, leading to greater throughput of empty containers. The eroding competitive position of European industry also weighed heavily on Rotterdam’s steel, coal and raw materials bulk shipments, with concerns raised by the port over lagging investment in industry by the business community. Over the past 12 months, several chemical companies have announced plans to close their factories in Rotterdam, and investments in new and ongoing projects have been halted, primarily in renewable fuels, the port statement noted. “The measures taken by the government in 2025 are positive, but insufficient to level the playing field in the Netherlands with that in Europe,” the port said. “Additionally, competition from countries such as China remains evident.” The government measures focused on providing more predictable tax policies for industry, enhancing innovation in key technological sectors and reducing the regulatory burden. From a eurozone perspective, there was positive news in the latest Purchasing Managers’ Index (PMI) compiled by Hamburg Commercial Bank and Journal of Commerce parent S&P Global. Cyrus de la Rubia, chief economist at Hamburg Commercial Bank, said Europe’s manufacturing sector could be at a turning point, with the headline PMI in February showing business activity rising at its fastest pace in three months. “Overall, it seems that the manufacturing sector is on a more stable footing and could contribute to overall growth this year instead of being a drag for the economy,” de la Rubia wrote in his analysis of the PMI results. Contact Greg Knowler at  greg.knowler@spglobal.com . 

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<div class="phx-topic abstract-wrapper">Premier Alliance carriers may not have the most chips in the game, but in a world where all the alliances are competing to provide the best product, they can inject some very useful capacity to enhance particular trade lanes, writes Jeremy Masters.</div>

Premier Alliance carriers may not have the most chips in the game, but in a world where all the alliances are competing to provide the best product, they can inject some very useful capacity to enhance particular trade lanes, writes Jeremy Masters.

<div class="phx-topic">Recent articles on <a href="https://www.joc.com/article/hapag-lloyd-bolsters-fleet-with-42-billion-deal-to-acquire-zim-6170540">Hapag Lloyd’s acquisition of Zim Integrated Shipping Services</a> have naturally focused on the additional critical mass it brings the fifth-largest carrier. It also has some signals for others. If we look at the top 10 carriers, we see the following existing TEU fleet size and capacity on order as of December 2025, (courtesy of Alphaliner): <div class="wrapper-full"><table><colgroup><col width="25%"></col><col width="25%"></col><col width="25%"></col><col width="25%"></col></colgroup><thead><tr><th>Company</th><th class="align-right">Existing Capacity</th><th class="align-right">On Order</th><th class="align-right">Total</th></tr></thead><tbody><tr><td>MSC                </td><td class="align-right">7,080,958</td><td class="align-right">2,102,992</td><td class="align-right">9,183,950</td></tr><tr><td>Maersk            </td><td class="align-right">4,602,633</td><td class="align-right">834,770</td><td class="align-right">5,437,403</td></tr><tr><td>CMA CGM </td><td class="align-right">4,081,155</td><td class="align-right"> 1,909,846</td><td class="align-right"> 5,991,001</td></tr><tr><td>Cosco </td><td class="align-right"> 3,553,514</td><td class="align-right">1,168,612</td><td class="align-right">4,722,126</td></tr><tr><td>Hapag-Lloyd</td><td class="align-right">2,412,728</td><td class="align-right">415,220</td><td class="align-right">2,827,948 </td></tr><tr><td>ONE </td><td class="align-right">2,050,500</td><td class="align-right">611,304</td><td class="align-right"> 2,661,804</td></tr><tr><td>Evergreen       </td><td class="align-right">1,938,786</td><td class="align-right">853,113</td><td class="align-right">2,791,899</td></tr><tr><td>HMM               </td><td class="align-right">1,016,180</td><td class="align-right">190,192</td><td class="align-right">1,206,372</td></tr><tr><td>Yang Ming</td><td class="align-right">717,715</td><td class="align-right">236,660</td><td class="align-right">954,375</td></tr><tr><td>Zim</td><td class="align-right">703,598</td><td class="align-right">163,128</td><td class="align-right">866,726</td></tr></tbody><tfoot><tr><td colspan="4">Source: Alphaliner</td></tr></tfoot></table></div>Switching to consortium carriers, combined existing capacity plus that on order (counting Mediterranean Shipping Co. as a consortium) leaves us with total TEU fleet sizes as follows: <div class="wrapper-full"><table><colgroup><col width="50%"></col><col width="50%"></col></colgroup><thead><tr><th>Company</th><th class="align-right">Fleet Size</th></tr></thead><tbody><tr><td>MSC </td><td class="align-right">9,183,950</td></tr><tr><td>Maersk and HL (including Zim)</td><td class="align-right">9,132,077</td></tr><tr><td>CMA CGM, Cosco and Evergreen</td><td class="align-right">13,505,026</td></tr><tr><td>ONE, HMM and Yang Ming</td><td class="align-right">4,822,551</td></tr></tbody><tfoot><tr><td colspan="2">Alphaliner</td></tr></tfoot></table></div>Of course, relative total fleet capacities do not correlate with relative capacities deployed in the consortium trades, but the above gives a clear guide to overall future strength as it stands. <h3>Significant variation in firepower </h3>MSC continues to surge ahead on both new buildings and second-hand acquisitions, and it would not be a surprise if their ultimate objective is a 30% share of total capacity (they currently sit at 21.5%). The Ocean Alliance of CMA CGM, Cosco (and OOCL), and Evergreen stands out as the biggest consortium by some margin, and the order book reinforces that. The agreement has been extended until 2032, all of the partners are strong, and unless politics gets in the way, this cooperation looks very solid. <div class="wrapper-narrow float-right-element"><img src="/images/phoenix/6176395_0.1.jpg"></img></div>Whether or not the Zim transaction is completed and however that capacity is operated, Gemini Cooperation has critical mass and, of course, has differentiated itself by its drive for schedule reliability. The current joint vision is clear. The future one may be less so until Maersk’s integrated logistics adventure fully unfolds. Of course, the number that sticks out the most is the capacity of the Premier Alliance carriers of Ocean Network Express, HMM and Yang Ming. After newbuildings, it is 36% of the Ocean Alliance carriers and 53% of MSC and the Gemini carriers, including Zim. Previous articles have visited why capacity is not everything in a consortium and why THE Alliance (now Premier) carriers left behind by Hapag-Lloyd had more options than was originally perceived. Premier moved forward with great dexterity, and multi-trade viability was clutched from the jaws of impending marginalization. Slot exchanges with MSC on the Asia-to-Europe trade, slot purchases from Ocean Alliance to the North American West Coast, and joint services/slotting with Ocean Alliance on the trans-Atlantic were a critical part of that solution. <h3>Options for Premier </h3>Premier may not have the most chips in the game, but in a world where all the alliances are competing to provide the best product, they can inject some very useful capacity to enhance particular trade lanes. They also have enough capacity that any streamlined services they operate have the ability to be market disruptive, so there is an element of “keeping your enemy close,” or to be more exact, under control. On the flip side, we are about to enter a sustained period of structural overcapacity that could have negative effects on Premier as follows: other consortiums taking capacity out and streamlining services, which may reduce their need/desire for using capacity from outside their alliance members; and financial results coming under pressure, with those carriers with less economies of scale feeling the pinch first. Still, we are nowhere near a crisis point in the industry, and the carriers still have some potential to stabilize things. Given Premier’s strategic position, however, they may need to revisit their options calmly before any storm hits. Some potential areas: 1) ONE buying HMM or Yang Ming to consolidate their strength and reduce the vulnerability of Premier. 2) ONE, HMM or Yang Ming ramping up capacity by buying one or more carriers outside the top 10, or otherwise acquiring additional capacity (although in the current situation, any net addition of capacity would further exacerbate overcapacity). 3) Inviting one of the bigger carriers outside the top 10 such as Wan Hai or PIL to join Premier. 4) Recalibrating consortium trade focus. There is no rule that says the main consortiums need to be focused exclusively on east-west trades. If problems do hit, Premier also has the option to rationalize its east-west network and pick its spots where it can build competitive products. In that situation, it will certainly want to positively differentiate its physical or customer service product as Gemini has done with schedule reliability. The Premier Alliance carriers have proven they can be agile and inventive, and they will need to be again. Jeremy Masters is managing director of Shipping Masters. Contact him at <a href="mailto:jeremy@shippingmastershk.com">jeremy@shippingmastershk.com</a>. </div>

Recent articles on Hapag Lloyd’s acquisition of Zim Integrated Shipping Services have naturally focused on the additional critical mass it brings the fifth-largest carrier. It also has some signals for others. If we look at the top 10 carriers, we see the following existing TEU fleet size and capacity on order as of December 2025, (courtesy of Alphaliner): Company Existing Capacity On Order Total MSC                 7,080,958 2,102,992 9,183,950 Maersk            4,602,633 834,770 5,437,403 CMA CGM 4,081,155 1,909,846 5,991,001 Cosco 3,553,514 1,168,612 4,722,126 Hapag-Lloyd 2,412,728 415,220 2,827,948 ONE 2,050,500 611,304 2,661,804 Evergreen       1,938,786 853,113 2,791,899 HMM               1,016,180 190,192 1,206,372 Yang Ming 717,715 236,660 954,375 Zim 703,598 163,128 866,726 Source: Alphaliner Switching to consortium carriers, combined existing capacity plus that on order (counting Mediterranean Shipping Co. as a consortium) leaves us with total TEU fleet sizes as follows: Company Fleet Size MSC 9,183,950 Maersk and HL (including Zim) 9,132,077 CMA CGM, Cosco and Evergreen 13,505,026 ONE, HMM and Yang Ming 4,822,551 Alphaliner Of course, relative total fleet capacities do not correlate with relative capacities deployed in the consortium trades, but the above gives a clear guide to overall future strength as it stands. Significant variation in firepower MSC continues to surge ahead on both new buildings and second-hand acquisitions, and it would not be a surprise if their ultimate objective is a 30% share of total capacity (they currently sit at 21.5%). The Ocean Alliance of CMA CGM, Cosco (and OOCL), and Evergreen stands out as the biggest consortium by some margin, and the order book reinforces that. The agreement has been extended until 2032, all of the partners are strong, and unless politics gets in the way, this cooperation looks very solid. Whether or not the Zim transaction is completed and however that capacity is operated, Gemini Cooperation has critical mass and, of course, has differentiated itself by its drive for schedule reliability. The current joint vision is clear. The future one may be less so until Maersk’s integrated logistics adventure fully unfolds. Of course, the number that sticks out the most is the capacity of the Premier Alliance carriers of Ocean Network Express, HMM and Yang Ming. After newbuildings, it is 36% of the Ocean Alliance carriers and 53% of MSC and the Gemini carriers, including Zim. Previous articles have visited why capacity is not everything in a consortium and why THE Alliance (now Premier) carriers left behind by Hapag-Lloyd had more options than was originally perceived. Premier moved forward with great dexterity, and multi-trade viability was clutched from the jaws of impending marginalization. Slot exchanges with MSC on the Asia-to-Europe trade, slot purchases from Ocean Alliance to the North American West Coast, and joint services/slotting with Ocean Alliance on the trans-Atlantic were a critical part of that solution. Options for Premier Premier may not have the most chips in the game, but in a world where all the alliances are competing to provide the best product, they can inject some very useful capacity to enhance particular trade lanes. They also have enough capacity that any streamlined services they operate have the ability to be market disruptive, so there is an element of “keeping your enemy close,” or to be more exact, under control. On the flip side, we are about to enter a sustained period of structural overcapacity that could have negative effects on Premier as follows: other consortiums taking capacity out and streamlining services, which may reduce their need/desire for using capacity from outside their alliance members; and financial results coming under pressure, with those carriers with less economies of scale feeling the pinch first. Still, we are nowhere near a crisis point in the industry, and the carriers still have some potential to stabilize things. Given Premier’s strategic position, however, they may need to revisit their options calmly before any storm hits. Some potential areas: 1) ONE buying HMM or Yang Ming to consolidate their strength and reduce the vulnerability of Premier. 2) ONE, HMM or Yang Ming ramping up capacity by buying one or more carriers outside the top 10, or otherwise acquiring additional capacity (although in the current situation, any net addition of capacity would further exacerbate overcapacity). 3) Inviting one of the bigger carriers outside the top 10 such as Wan Hai or PIL to join Premier. 4) Recalibrating consortium trade focus. There is no rule that says the main consortiums need to be focused exclusively on east-west trades. If problems do hit, Premier also has the option to rationalize its east-west network and pick its spots where it can build competitive products. In that situation, it will certainly want to positively differentiate its physical or customer service product as Gemini has done with schedule reliability. The Premier Alliance carriers have proven they can be agile and inventive, and they will need to be again. Jeremy Masters is managing director of Shipping Masters. Contact him at jeremy@shippingmastershk.com .

After Hapag-Zim deal, Premier Alliance may be next in the spotlight

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

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