<div class="phx-topic abstract-wrapper">The third quarter was 'transformational' for XPO Logistics, CEO Bradley S. Jacobs says. The question now is, will freight activity get even hotter in the fourth quarter?</div>

The third quarter was 'transformational' for XPO Logistics, CEO Bradley S. Jacobs says. The question now is, will freight activity get even hotter in the fourth quarter?

<div>West Coast ports are congested, truck capacity is tight and rail service problems persist, but the real holiday shipping season has hardly begun, according to XPO Logistics.“We’re literally just starting to see freight moving for the holidays in a big way, which is about a month later than usual,” Bradley S. Jacobs, chairman and CEO, said Nov. 5.“Some people think this is a sign the holiday season could turn into a real capacity crunch,” he said in an interview. “This is going to be a real interesting November and December.” Jacobs said his team at XPO is divided on whether...

West Coast ports are congested, truck capacity is tight and rail service problems persist, but the real holiday shipping season has hardly begun, according to XPO Logistics. “We’re literally just starting to see freight moving for the holidays in a big way, which is about a month later than usual,” Bradley S. Jacobs, chairman and CEO, said Nov. 5. “Some people think this is a sign the holiday season could turn into a real capacity crunch,” he said in an interview. “This is going to be a real interesting November and December.” Jacobs said his team at XPO is divided on whether freight demand will taper off in the fourth quarter and early 2015 or stay as strong as its been over the past two quarters. Overall, he said, transportation capacity is “looser” than this spring though tighter than in the early fourth quarter a year ago. From XPO’s vantage point, with access to more than 28,000 carriers, capacity been loosening from month to month over the past quarter. What’s clear is that as supply chain challenges multiply, this is a good time to be a freight broker and third-party logistics company. “It’s a lot better time than a year ago,” Jacobs said. “Shippers have gotten the message loud and clear that the driver shortage is a real deal,” he said. “They’re focused on the long-term and concerned about securing capacity. There’s much greater willingness to use 3PLs. They just don’t want supply chain disruptions.” That shipper will is translating into sustained growth at XPO Logistics, which reported strong organic growth in the third quarter as well as substantial growth from acquisitions. The quarter was “transformational” for XPO, Jacobs said, as the Greenwich, Connecticut-based company pulled in $1.2 billion in capital, about $700 million from global investment funds and another $500 million through a stock offering, to fund expansion. XPO completed its largest acquisition yet, the $615 million purchase of contract logistics provider New Breed Logistics, in September. And there are more buyouts to come. “We have a large number of exciting strategically compelling acquisitions on the table, more than we have the bandwidth to do,” Jacobs said. Total gross third-quarter revenue increased 242 percent year-over-year to $662.5 million, and net revenue increased 402.7 percent to $175.1 million. XPO reported a net loss of $11.7 million, compared with $6 million a year ago, but earnings before interest, taxation, depreciation and amortization or EBITDA swung from a $7.1 million loss a year ago to a $24.2 million gain. XPO expects to report $150 million in EBITDA for the full year and to achieve a $3 billion revenue run rate in 2014. Freight brokerage accounted for a major share of the company’s third quarter gain, with gross revenue rising 240 percent to $518.7 million. Some of that revenue came from acquisitions, but XPO reported 58 percent organic revenue growth in truck freight brokerage. The brokerage division’s cold starts more than doubled their annualized revenue run rate from a year ago to $250 million in the quarter. The brokerage figures also include revenue from intermodal marketing company Pacer. Intermodal volumes rose 6 percent year-over-year in the quarter and revenue was up 9.5 percent, Jacobs said, despite rail service issues. “Rail service issues haven’t gone away but (rail performance) has gotten better,” Jacobs said. “We’ve noticed in the last two months an improvement that is not reflected in the statistics we read but is evident in the improvement in on-time performance we see in our business.” Freight forwarding revenue increased 212 percent from a year ago to $59.7 million, while the new New Breed contract logistics business generated $50.1 million in net revenue. Expedited transportation revenue jumped 45.4 percent year-over-year to $36.5 million. The congestion crisis at the ports of Los Angeles and Long Beach contributed to that increase, Scott Malat, chief strategy officer, said. “There’s been more unplanned freight,” which means more freight that unexpectedly needs to be moved inland more quickly than usual. At the JOC Inland Distribution Conference in Kansas City, Mo., last month, Malat said 3PLs will prove their worth to the shipping public as retailers stock shelves with merchandise for Black Friday, the beginning of the holiday shopping season on the day after Thanksgiving. E-commerce, one of several factors identified by Jacobs as driving logistics growth, is having an impact on businesses across XPO’s portfolio. That business is likely to grow as the holidays draw near and consumers buy gifts online. “The greatest impact is on our XPO Last Mile division,” Jacobs said. “We bought a relatively small company, ACL, in July, and they’ve just had a big win with an e-commerce customer. The legacy 3PD business is growing with pure-play e-tailers and also the e-commerce divisions of the big retailers.” Contact William B. Cassidy at wcassidy@joc.com and follow him on Twitter: @wbcassidy_joc

Drayage

Truck brokers

As revenue rises, XPO Logistics keeps eye on holidays

<div class="phx-topic abstract-wrapper">Kurt Slocombe will guide the Western Canadian port in completing a transload and logistics facility, channeling a boom in commodity exports, and recovering volume share lost during the pandemic. </div>

Kurt Slocombe will guide the Western Canadian port in completing a transload and logistics facility, channeling a boom in commodity exports, and recovering volume share lost during the pandemic.

Feature image

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

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

Port News

North American ports

Marine terminals

Container Shipping News

Maritime

Veteran PRPA, Fairview terminal executive to lead Prince Rupert port

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

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

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

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

Truckload

North-American rail

International rail

Surface

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

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

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

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

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

Container lines

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

<div class="phx-topic abstract-wrapper">The carrier is implementing a second surcharge on US trades to recoup higher operating costs driven by the war in the Middle East, and is asking maritime regulators for permission to levy the fee immediately.</div>

The carrier is implementing a second surcharge on US trades to recoup higher operating costs driven by the war in the Middle East, and is asking maritime regulators for permission to levy the fee immediately.

<div class="phx-topic">Maersk is making another attempt to win approval from US maritime regulators to waive a 30-day notice period and permit the carrier to immediately implement an emergency bunker fuel surcharge on long-haul US trades to offset rising costs driven by the war in the Middle East. The Federal Maritime Commission (FMC) is expected to vote soon on Maersk’s new request, a spokesperson for the agency said. That comes as the agency on Wednesday rejected requests from two forwarders for a waiver of the 30-day notice period that is required before liners can implement surcharges. The FMC <a href="https://www.joc.com/article/fmc-rejects-requests-by-carriers-to-waive-waiting-period-for-middle-east-surcharges-6191881">previously rejected an initial attempt by Maersk and three other carriers</a> to waive the notice period. How the FMC votes on Maersk’s latest request for special permission to implement surcharges in the hundreds of dollars per container could prove a test case for other carriers seeking to recoup war-driven energy costs from US shippers and forwarders. The FMC’s four commissioners on March 23 unanimously voted to reject separate requests from Maersk, CMA CGM, Hapag-Lloyd and Zim Integrated Shipping Services to waive the notice period, forcing the carriers to wait until this week to implement the initial surcharges. FMC Chairman Laura DiBella said the carriers should have provided data behind the decision to levy the surcharge and specify a duration, so the fee is “reasonably related to the increased costs.” In its initial March 11 filing to the FMC, Maersk asked the agency to waive the notice period for the new emergency bunker fuel surcharge so it could take effect March 25, coinciding with the implementation of similar surcharges on non-US trades, rather than April 8. In its latest petition, the carrier said low-sulfur bunker fuel prices jumped 82% on average, to $929 per metric ton, between Feb. 6 and March 9. The war began Feb. 28. “Maersk cannot absorb the full impact of this dramatic increase,” Wayne Rohde, an attorney at Cozen O’Conner representing Maersk, wrote in the filing to the FMC. “Moreover, bunker fuel prices are likely to remain elevated and volatile given the uncertainty of the duration of hostilities and their impact on the price of oil and bunker fuel.” For dry shipments on long-haul trades, Maersk is seeking an emergency fuel surcharge of $200 per TEU for the head-haul and $100 per TEU for the backhaul. Comparatively, Maersk has implemented a $300-per-TEU surcharge for refrigerated shipments on the head-haul of long-haul shipments and $150 for reefer backhaul cargoes. <h3>Holding the line </h3>The FMC on Wednesday rejected two separate requests to waive the 30-day review period for emergency surcharges. The agency denied a request by Turkon Container Transportation and Shipping to immediately impose a fee on all shipments to and from the Middle East of $2,000 per TEU, $3,000 per FEU, and $3,500 for refrigerated and special containers. The agency also denied a request by Vanguard Logistics Services, a non-vessel-operating common carrier, to immediately implement a $75 surcharge on shipments to and from the Middle East. In both cases, the FMC said the parties had failed to establish good cause to have the review period waived.The latest round of requests shows that “carriers are making the same fatal error that led to the prior denials — failing to provide their customers and the FMC specific cost information so they can determine their need for immediate imposition of very specific surcharges,” Peter Friedmann, executive director of the Agriculture Transportation Coalition, said in a statement. Contact Mark Szakonyi at <a href="mailto:mark.szakonyi@spglobal.com">mark.szakonyi@spglobal.com</a>. </div>

Maersk is making another attempt to win approval from US maritime regulators to waive a 30-day notice period and permit the carrier to immediately implement an emergency bunker fuel surcharge on long-haul US trades to offset rising costs driven by the war in the Middle East. The Federal Maritime Commission (FMC) is expected to vote soon on Maersk’s new request, a spokesperson for the agency said. That comes as the agency on Wednesday rejected requests from two forwarders for a waiver of the 30-day notice period that is required before liners can implement surcharges. The FMC previously rejected an initial attempt by Maersk and three other carriers to waive the notice period. How the FMC votes on Maersk’s latest request for special permission to implement surcharges in the hundreds of dollars per container could prove a test case for other carriers seeking to recoup war-driven energy costs from US shippers and forwarders. The FMC’s four commissioners on March 23 unanimously voted to reject separate requests from Maersk, CMA CGM, Hapag-Lloyd and Zim Integrated Shipping Services to waive the notice period, forcing the carriers to wait until this week to implement the initial surcharges. FMC Chairman Laura DiBella said the carriers should have provided data behind the decision to levy the surcharge and specify a duration, so the fee is “reasonably related to the increased costs.” In its initial March 11 filing to the FMC, Maersk asked the agency to waive the notice period for the new emergency bunker fuel surcharge so it could take effect March 25, coinciding with the implementation of similar surcharges on non-US trades, rather than April 8. In its latest petition, the carrier said low-sulfur bunker fuel prices jumped 82% on average, to $929 per metric ton, between Feb. 6 and March 9. The war began Feb. 28. “Maersk cannot absorb the full impact of this dramatic increase,” Wayne Rohde, an attorney at Cozen O’Conner representing Maersk, wrote in the filing to the FMC. “Moreover, bunker fuel prices are likely to remain elevated and volatile given the uncertainty of the duration of hostilities and their impact on the price of oil and bunker fuel.” For dry shipments on long-haul trades, Maersk is seeking an emergency fuel surcharge of $200 per TEU for the head-haul and $100 per TEU for the backhaul. Comparatively, Maersk has implemented a $300-per-TEU surcharge for refrigerated shipments on the head-haul of long-haul shipments and $150 for reefer backhaul cargoes. Holding the line The FMC on Wednesday rejected two separate requests to waive the 30-day review period for emergency surcharges. The agency denied a request by Turkon Container Transportation and Shipping to immediately impose a fee on all shipments to and from the Middle East of $2,000 per TEU, $3,000 per FEU, and $3,500 for refrigerated and special containers. The agency also denied a request by Vanguard Logistics Services, a non-vessel-operating common carrier, to immediately implement a $75 surcharge on shipments to and from the Middle East. In both cases, the FMC said the parties had failed to establish good cause to have the review period waived. The latest round of requests shows that “carriers are making the same fatal error that led to the prior denials — failing to provide their customers and the FMC specific cost information so they can determine their need for immediate imposition of very specific surcharges,” Peter Friedmann, executive director of the Agriculture Transportation Coalition, said in a statement. Contact Mark Szakonyi at  mark.szakonyi@spglobal.com .

Transport, Trade and Regulation News

Maersk again asks FMC to waive 30-day review period for emergency fuel surcharge

<div class="phx-topic abstract-wrapper">The first vessel on the carrier’s Caribbean-North America service will call the port next week, offering Canadian exporters more transshipment options to other markets. </div>

The first vessel on the carrier’s Caribbean-North America service will call the port next week, offering Canadian exporters more transshipment options to other markets.

<div class="phx-topic">CMA CGM has added the Port of Montreal to its main north-south liner service for the North American East Coast, the carrier said Wednesday, with the new service also offering a transshipment option for Canadian exporters looking to reach global markets. The CMA CGM Homere is expected to make its first call to the Cast Terminal at Montreal on April 5, according to the carrier’s schedule. The 1,713-TEU ship is part of CMA CGM’s Cagema service with a northbound rotation including Jamaica, the Dominican Republic, Puerto Rico, New York-New Jersey, Montreal and Port Saint John. CMA CGM said in a statement that Montreal shippers will also be able to access the Indian subcontinent, Mediterranean, Middle East and Oceania ports through the backhaul connection to CMA CGM’s New Jersey terminal. In addition, Asian services can be accessed through transshipment at Jamaica’s Kingston port. The Montreal Port Authority (MPA) said in a statement the addition of the Cagema service will open new markets for Canada’s exports. It added that the new service will also offer a new direct connection for refrigerated produce imports into Montreal, so shippers can bypass imports through other US East Coast ports. “The addition of the Cagema service will help increase the port’s competitiveness, diversify the markets served and open up new export opportunities for Canadian companies,” the MPA said. While a small part of its business, the MPA said north-south trades have been one of its faster-growing segments. Trade with Latin America accounted for about 5% of the port’s total container tonnage last year, or approximately 70,000 TEUs, up 12% from 2024, according to data from the port. Contact Michael Angell at <a href="mailto:michael.angell@spglobal.com">michael.angell@spglobal.com</a>. </div>

CMA CGM has added the Port of Montreal to its main north-south liner service for the North American East Coast, the carrier said Wednesday, with the new service also offering a transshipment option for Canadian exporters looking to reach global markets. The CMA CGM Homere is expected to make its first call to the Cast Terminal at Montreal on April 5, according to the carrier’s schedule. The 1,713-TEU ship is part of CMA CGM’s Cagema service with a northbound rotation including Jamaica, the Dominican Republic, Puerto Rico, New York-New Jersey, Montreal and Port Saint John. CMA CGM said in a statement that Montreal shippers will also be able to access the Indian subcontinent, Mediterranean, Middle East and Oceania ports through the backhaul connection to CMA CGM’s New Jersey terminal. In addition, Asian services can be accessed through transshipment at Jamaica’s Kingston port. The Montreal Port Authority (MPA) said in a statement the addition of the Cagema service will open new markets for Canada’s exports. It added that the new service will also offer a new direct connection for refrigerated produce imports into Montreal, so shippers can bypass imports through other US East Coast ports. “The addition of the Cagema service will help increase the port’s competitiveness, diversify the markets served and open up new export opportunities for Canadian companies,” the MPA said. While a small part of its business, the MPA said north-south trades have been one of its faster-growing segments. Trade with Latin America accounted for about 5% of the port’s total container tonnage last year, or approximately 70,000 TEUs, up 12% from 2024, according to data from the port. Contact Michael Angell at michael.angell@spglobal.com .

Montreal shippers get new north-south service from CMA CGM 

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