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class="SearchInput_form__5D2DL SearchInput_mobile__mZBXZ"><input class="SearchInput_input__Qob4K" placeholder="Search" type="text"/><button class="SearchInput_icon__7Dc8_" title="search"><span class="material-symbols-outlined">search</span></button></div></form></div></div></header><main id="main" class="main"><div class="PaddingContainer_wrapper__FWKgD"><div class="FullPageContainer_container__SQNsL"><div style="--left-column-width:2fr;--right-column-width:1fr" class="DoubleColumnContainer_wrapper__OOLmD"><div class="DoubleColumnContainer_left__v2CWC"><div class="c-page-header"><div class="c-page-header__breadcrumbs"><div class="c-breadcrumbs"><div class="c-breadcrumbs__item"><a href="/" class="c-breadcrumbs__link"> Home </a></div></div></div><h1 class="Heading_heading__h8IMw Heading_bold__h_y9l Heading_dark__jmb5G" style="font-size:var(--font-size-jumbo-fluid)">Annual Review and Outlook</h1><div class="c-page-header__description"><span>News and analysis focused on what the industry expects in the coming year for container shipping, ports, trucking, air cargo, logistics, supply chain, and commentaries from industry leaders</span></div></div><h2 class="Heading_heading__h8IMw Heading_bold__h_y9l Heading_dark__jmb5G" style="font-size:var(--font-size-2)">The Latest  News & Analysis</h2><div class="GridContainer_grid__TzvOK" style="--child-size:200px;--gap-size:var(--spacing-s);--layout:auto-fit;--max-columns:10"><div class="FieldWrapper_wrapper__iMDxg"><div class="FieldWrapper_field__ys_ci"><select class="SelectField_select__GmDj3" id="category-filter"><option value="" selected="">All categories</option><option value="air cargo">Air Cargo</option><option value="government">Government</option><option value="logistics">Logistics</option><option value="maritime">Maritime</option><option value="rail & intermodal">Rail & Intermodal</option><option value="shippers">Shippers</option><option value="trucking">Trucking</option></select></div></div><div class="FieldWrapper_wrapper__iMDxg"><div class="FieldWrapper_field__ys_ci"><select class="SelectField_select__GmDj3" id="issue-year-filter"><option value="" selected="">All issue years</option><option value="2024">2024</option><option value="2023">2023</option><option value="2022">2022</option><option value="2021">2021</option><option value="2020">2020</option><option value="2019">2019</option><option value="2018">2018</option><option value="2017">2017</option><option value="2016">2016</option><option value="2015">2015</option></select></div></div></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/griff-lynch-president-and-ceo-georgia-ports-authority-gpa-5655311" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5655312_1.0.png"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Griff Lynch, President and CEO, Georgia Ports Authority (GPA)</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Ports will be defined by their infrastructure investments, growth potential and customer confidence.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/captain-allan-gray-president-and-ceo-halifax-port-authority-5655313" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5655314_1.0.png"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Captain Allan Gray, President and CEO, Halifax Port Authority</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">As an industry, we need to accept that advancing carbon reduction initiatives is the cost of doing business.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/eric-green-ceo-jacksonville-port-authority-jaxport-5655315" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5655316_1.0.png"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Eric Green, CEO, Jacksonville Port Authority (JAXPORT)</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Ports can avoid being a pain point, but it takes investments, collaboration and a high level of customer service to make all the pieces come together.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/roger-guenther-executive-director-port-of-houston-authority-5655317" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5655318_1.0.png"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Roger Guenther, Executive Director, Port of Houston Authority</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Now that we have had a chance to catch our breath and reflect on the past to prepare for the future, we must stay ready for the next unknown event.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/bryan-brandes-maritime-director-port-of-oakland-5655319" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5655320_1.0.png"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Bryan Brandes, Maritime Director, Port of Oakland</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Leveraging knowledge of where ships are and when they’re expected at port ... increases efficiency and supports growth in the container business.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/bob-sappio-ceo-seacube-containers-5655321" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5655322_1.0.png"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Bob Sappio, CEO, SeaCube Containers</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Economic uncertainty, waning consumer demand and a record level of new vessel orders make for supply-demand disequilibrium that will drive downward pressure on rates.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/ross-thompson-chief-strategy-and-growth-officer-ad-ports-group-5655181" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5655182_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Ross Thompson, Chief Strategy and Growth Officer, AD Ports Group</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Given fragile rates and potential for a price war, it’s challenging to predict full recovery in service and vessel reliability in 2024.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/pt-chen-chairman-wan-hai-lines-ltd-5655183" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5655184_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">P.T. Chen, Chairman, Wan Hai Lines Ltd.</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Each transport provider will need to find where the equilibrium between shippers’ demand and service deployment is by changing the strategy from ‘supply push’ to ‘demand pull’ so that capacity stress can be eased.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/patrick-berglund-ceo-xeneta-5655185" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5655186_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Patrick Berglund, CEO, Xeneta</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">The industry is coming from such low service reliability caused by the pandemic chaos, it’s almost impossible for it not to improve further in 2024.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/peter-xotta-president-and-ceo-vancouver-fraser-port-authority-5655187" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5655188_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Peter Xotta, President and CEO, Vancouver Fraser Port Authority</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Our focus as a port authority has also long been on collaborating with terminals, supply chain partners and governments to both maximize existing land use and use data and digital tools to squeeze everything we can out of infrastructure.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/changqian-guan-phd-professor-maritime-logistics-us-merchant-marine-academy-5655189" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5655190_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Changqian Guan, Ph.D., Professor, Maritime Logistics, US Merchant Marine Academy</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Strategically, they need to carefully assess the magnitude of the changes in the global supply chain and trade patterns and have risk mitigation plans to deal with potential disruptions.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/john-nardi-president-shipping-association-of-new-york-and-new-jersey-sanynj-5655191" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5655192_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">John Nardi, President, Shipping Association of New York and New Jersey (SANYNJ)</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Unfortunately, from a volume perspective, 2024 also has many more questions, local and macro, than we’ve seen in quite some time.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/rev-mark-s-nestlehutt-president-and-executive-director-seamens-church-institute-usa-5655193" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5655194_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Rev. Mark S. Nestlehutt, President and Executive Director, Seamen’s Church Institute (USA)</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Given the inherent difficulties and perils faced by seafarers, it is of utmost importance that they are reassured they are joining teams that not only offer support but also treat them with respect and dignity.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/christian-sur-executive-vice-president-unique-logistics-5655195" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5655196_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Christian Sur, Executive Vice President, Unique Logistics</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Next year will be a critical year to watch, as it will mark the first full year of operations for these newly delivered vessels, particularly in major east–west trade routes.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/yorck-niclas-prehm-head-of-research-toepfer-transport-gmbh-5655197" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5655198_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Yorck Niclas Prehm, Head of Research, Toepfer Transport GmBH</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">With interest rates now above inflation rates, the economic viability of many large projects is questionable.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/barbara-melvin-president-and-ceo-south-carolina-ports-authority-sc-ports-5658293" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658294_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Barbara Melvin, President and CEO, South Carolina Ports Authority (SC Ports)</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">While we are all facing some uncertainty, we remain focused on realizing critical infrastructure projects; these efforts cannot be knocked off track by short-term trends.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/susan-shey-dvonch-managing-partner-shey-harding-executive-search-5658295" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658296_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Susan Shey Dvonch, Managing Partner, Shey-Harding Executive Search</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">While salary and hybrid work options are crucial factors in recruitment, the challenge of the job, strong leadership and a positive organizational culture remain pivotal in attracting and retaining outstanding employees.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/matthew-leech-president-and-ceo-ports-america-5658297" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658298_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Matthew Leech, President and CEO, Ports America</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">My call to action is for the key players in our industry to unite and support a national container logistics strategy that develops a demand-driven infrastructure plan with a long term outlook.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/shaun-stevenson-president-and-ceo-prince-rupert-port-authority-prpa-5658299" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658300_1.0.png"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Shaun Stevenson, President and CEO, Prince Rupert Port Authority (PRPA)</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">We see value creation through strategic partnerships, effective land use planning and innovative supply chain solutions that inform our infrastructure investment decisions as core to our business.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/paul-andersen-president-and-ceo-port-tampa-bay-5658301" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658302_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Paul Andersen, President and CEO, Port Tampa Bay</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Those companies that participate in expanding markets via emerging gateways stand well positioned for any uncertainty that lies ahead.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/stephen-a-edwards-ceo-the-port-of-virginia-5658303" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658304_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Stephen A. Edwards, CEO, The Port of Virginia</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">ASEAN is the USEC’s fourth-largest trading partner and in 2022, total trade between the USEC and ASEAN was more than $260 billion.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/gene-seroka-executive-director-port-of-los-angeles-5658305" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658306_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Gene Seroka, Executive Director, Port of Los Angeles</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">We must keep improving our terminals, rail systems and roadways to make the best and highest use of our resources.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/mario-cordero-ceo-port-of-long-beach-5658307" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658308_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Mario Cordero, CEO, Port of Long Beach</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Port authorities are the natural developers of information sharing platforms given our links to virtually every player in the goods movement process.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/jonathan-daniels-acting-ceo-and-port-director-port-everglades-5658309" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658310_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Jonathan Daniels, Acting CEO and Port Director, Port Everglades</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">When it comes to managing container flow, a layered and strategic approach can vastly reduce kinks in the network.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/capt-john-murray-ceo-port-canaveral-5658311" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658312_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Capt. John Murray, CEO, Port Canaveral</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">These technological innovations boost efficiency and reduce delays, ultimately benefiting the entire supply chain.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/bethann-rooney-director-port-department-port-of-new-york-and-new-jersey-5658313" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658314_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Bethann Rooney, Director, Port Department, Port of New York and New Jersey</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Rightsizing the entire supply chain and ensuring data transparency are key in planning for tomorrow’s capacity needs to avoid past challenges.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/james-c-mckenna-president-and-ceo-pacific-maritime-association-pma-5658315" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658316_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">James C. McKenna, President and CEO, Pacific Maritime Association (PMA)</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">With the labor stability provided by the new agreement, we expect to win back even more cargo in the year ahead.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/john-wolfe-ceo-northwest-seaport-alliance-nwsa-5658317" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658318_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">John Wolfe, CEO, Northwest Seaport Alliance (NWSA)</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">The shipping and logistics industry is taking bold steps toward more sustainable business practices, while still facing an uncertain pathway to the decarbonization of the supply chain.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/takashi-masuda-senior-vice-president-one-line-north-america-5658319" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658320_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Takashi Masuda, Senior Vice President, ONE Line North America</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Being able to have conversations with a longer-term view to develop sustainable relationships among all stakeholders will be key in the coming years.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/joe-saggese-executive-managing-director-north-atlantic-alliance-association-inc-naaa-5658321" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658322_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Joe Saggese, Executive Managing Director, North Atlantic Alliance Association, Inc. (NAAA)</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Barring a resurgence in demand for products anytime soon, 2024 gives the impression to be the new abnormal in shipping.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/brian-e-clark-executive-director-north-carolina-state-ports-authority-nc-ports-5658323" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658324_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Brian E. Clark, Executive Director, North Carolina State Ports Authority (NC Ports)</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">There has also been meaningful industry investment and substantial growth outside our gates that will grow volumes through our terminals.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/marcus-l-arky-ceo-metro-group-maritime-5658846" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658847_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Marcus L. Arky, CEO, Metro Group Maritime</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">The tempest of risks facing shipping and logistics is unlikely to provide predictability as current global disruptions will continue to reveal the fragility of global supply chains.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/stephen-lyman-executive-director-maritime-association-of-the-port-of-new-yorknew-jersey-5658848" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658849_1.0.png"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Stephen Lyman, Executive Director, Maritime Association of the Port of New York/New Jersey</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Rising to the demand for tackling decisive issues through open communication and collaboration is vital to solving challenges in the future.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/jon-monroe-president-jon-monroe-consulting-5658850" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658851_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Jon Monroe, President, Jon Monroe Consulting</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Digitization, if done properly, can provide a company with a collaborative platform allowing each stakeholder to perform their respective tasks more efficiently and timely.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/carol-notias-lambos-partner-the-lambos-firm-llp-5658852" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658853_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Carol Notias Lambos, Partner, The Lambos Firm, LLP</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Now is the time to encourage cargo interests and motor carriers to utilize data initiatives that provide enhanced cargo information designed to facilitate terminal efficiency.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/dean-davidson-head-of-maritime-advisory-infrata-5658710" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658711_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Dean Davidson, Head of Maritime Advisory, Infrata</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">This simply proves that while ports are a vital part of the supply chain, the network itself is a partnership between all parties.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/andrew-hoad-chief-commercial-officer-gulftainer-5658712" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658713_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Andrew Hoad, Chief Commercial Officer, Gulftainer</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">This is what we have started to see with our industry — shifting from globalization to regionalization to manage risk efficiently, aiming to redefine future value chains.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/thomas-bagge-ceo-digital-container-shipping-association-dcsa-5658714" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" style="position:absolute;height:100%;width:100%;left:0;top:0;right:0;bottom:0;color:transparent" src="/images/phoenix/5658715_1.0.jpg"/></div><div class="HorizontalCard_content__zyMKI"><h3 class="HorizontalCard_title__ZuoCy" data-cy="title">Thomas Bagge, CEO, Digital Container Shipping Association (DCSA)</h3><div class="AuthoredLine_wrapper__GcVa2" data-cy="meta">JOC Staff | </div><div class="HorizontalCard_description__PMXhF" data-cy="description">Standards and technology create a foundation for the digital evolution, but the biggest challenge we face concerns people and process.</div></div></a></div><div class="HorizontalCard_card__m_kFd" data-cy="horizontal-card"><a href="/aro/alhan-haq-head-of-global-fcl-procurement-deugro-5658716" class="HorizontalCard_wrapper__vePDl"><div class="HorizontalCard_imageWrapper__vI_1_" style="aspect-ratio:16 / 9" data-cy="image-wrapper"><img alt="" loading="lazy" decoding="async" data-nimg="fill" class="HorizontalCard_image__XC0zN" 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Business anachronisms permeate current supply chain processes. These vestiges of the way things used to work define the LTL freight transportation procurement process of many modern shippers.\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eDavid Knuth, logistics specialist at IEWC, a global supplier of cable and wire based in Wisconsin, is happy to have modernized the RFP process, automating the entire LTL bidding procedure with Bid$ense, SMC³’s automated truckload and LTL freight transportation sourcing solution. But when prompted, he can still recall what once was.\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eIn his previous job, a large part of his duties were consumed by creating an intermodal bid package for carriers. In a spreadsheet, Knuth detailed the company’s volumes lane by lane, taking care to delete any errant keystrokes or misleading data. He would then email out the information to each carrier, taking time to respond to detailed technical questions about the spreadsheet data. Finally, he had to compile all the results, create an algorithm that would compare the carriers on each lane, and award the business.\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003e“It was a huge undertaking. It took about four months to do,” Knuth said of the old process. “It was almost a full-time job for that part of the year, every year.”\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eIn his new job at IEWC, he sat down with Bid$ense on day one and was amazed at the capabilities. Knuth had never before used a bid tool. SMC³’s latest versions of Bid$ense automate the process even further, taking truckload and LTL RFPs entirely online. The tool draws on RFP best-practices protocols to streamline the bidding communication process, enabling bidding carriers to respond accurately and promptly to shipper requests. The solution also does all the distribution work automatically, electronically submitting shipper bid data to carriers based on their actual service capabilities and performance records. Carriers are alerted with timely prompts for RFP deliverables, so shippers aren’t waiting by the phone for responses.\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eAnother benefit of automating the process is the data-cleansing assistance. When Knuth sent spreadsheets to carriers, data errors might cloud the bidding process; he might have to resend data or simply accept a price that did not truly reflect the costs of doing business. Data cleansing is incredibly beneficial, he said.\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eThe spreadsheet technique also made bidding analysis an onerous task. Since Bid$ense automates and streamlines the entire RFP process, intensive examination is now simple. SMC³ knows that each bid has more than one best outcome. With uniform responses from each carrier, shippers can quickly rank results and create an unlimited quantity of what-if scenarios to make the optimal procurement decision.\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eJesse Burnett of Central Garden \u0026amp; Pet experiences many of the same benefits. Founded in 1980, Central Garden \u0026amp; Pet has spent the last three decades growing from a small garden supply company to a provider of a range of products from dog chews and bird seed to soil supplements and natural insecticides. For much of its life, the company shipped these disparate goods via LTL and truckload carriers to retailers throughout the country, relying on each business unit to negotiate directly with their freight transportation providers. This arrangement worked fairly well for a small company, but as Central Garden \u0026amp; Pet expanded, leadership decided to consolidate decision making.\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eBurnett helped centralize the transportation decision making in 2015 with SMC³’s Bid$ense. Before Bid$ense, every business unit operated independently as far as negotiating with carriers.\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003e“There were a lot of different things just floating around,” he said. “We didn’t have master agreements in place; no national pricing at all. The pricing from carriers was just all over the place, depending on where you were.”\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eThe transformations he saw with Bid$ense were immediate. Burnett has been using the tool about every other year since its implementation at the company. Central Garden and Pet’s $19.6 million 2019 LTL bid saved the company just more than 9 percent when compared to its historical average. For Burnett, though, bid automation extends far beyond savings.\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003e“We knew that we weren’t getting the best pricing offer from our carriers just because nothing was centralized,” he continued. “We knew that if we combined everything from all these business units and paired it with one corporate offering, then it would drive some cost benefit with it.”\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eWhen the company initially decided to centralize bid procurement, executives researched a number of different methodologies and technologies. In the end, though, Burnett found that Bid$ense was both widespread and well known, and that his carrier partners already knew how to use the application. Burnett also highlighted the data-cleansing process as a major benefit, saying the rigorous process ensures that carriers always return the best price.\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003e“It definitely has helped drive savings,” he said. “Any time you go out there and you drive that competitiveness with the carriers and they know they’re in a bid environment, it seems to sharpen their pencils.”\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eTransportation procurement is an integral part of the modern supply chain. With Bid$ense, shippers can develop a strategic implementation plan that saves them time and money, but also helps them create strong relationships with their carrier partners. These carriers appreciate the solution’s data-cleansing process; when carriers receive a complete shipment history and future volume forecast, they don’t have to guess on pricing. Carriers that receive more data from shippers get a complete picture of that shipper’s freight, allowing them to accurately plan instead of simply preparing for the worst-case scenario. Clean data presented through an automated system can lead to both bigger shipment savings and a lasting partnership between carrier and customer.\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eWhether customers are looking to streamline over-the-road transportation bidding by automating the RFP process or create an entirely new, centralized sourcing process, Bid$ense has the analytical horsepower to get the job done.\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eSMC³ 2020 Customer Case Study\u003c/span\u003e\u003c/p\u003e","Author":"Sponsored by SMC3","PhotoCutline":"Photo Credits: Shutterstock","FeatureImageId":"5a250a9a-79d5-4e11-99a9-055c34871cc2","FeatureImage":{"Id":"5a250a9a-79d5-4e11-99a9-055c34871cc2","Name":"SMC3rates_shutterstock_5247046.jpg","Path":"/content-assets/1724062812611_SMC3rates_shutterstock_5247046.jpg","__typename":"File"},"Taxonomy":{"Id":"46","Name":"LTL","Redirects":[{"Path":"/surface/trucking-news/ltl","__typename":"Redirect"}],"__typename":"TaxonomyDictionary"},"Redirects":[{"Path":"/shippers-save-money-time-with-automated-transportation-bidding-tools-5994e1c1","__typename":"Redirect"}],"EntityMetadata":{"CreatedAt":"1724062819729","__typename":"EntityMetadata"},"__typename":"PartnerContent"},{"Id":"92549aa6-bf87-42f9-a742-cbcd76e3d298","Title":"SSA Marine Mexico Modernizes Facilities with $15 Million Investment ","ContentBody":"\u003cp class=\"joc_admin__paragraph\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eSSA Marine Mexico has made significant strides in modernizing its infrastructure at the Port of Manzanillo, investing $15 million to enhance operational efficiency and sustainability at its facilities. This move is part of the company's broader strategy to remain at the forefront of the shipping and logistics industry.\u003c/span\u003e\u003cbr\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003e•\u003c/span\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003e\t\u003c/span\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eStrengthening Sustainability with Advanced Technology\u003c/span\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cfigure class=\"joc_admin__inline-image-position-left joc_admin__inline-image-size-medium\" data-figure-size=\"medium\" data-figure-position=\"left\"\u003e\u003cspan class=\"joc_admin__inline-image-inherit\"\u003e\u003cimg src=\"/content-assets/1730488295264_Cranes%20arrival%20to%20TEC%20I.png\" alt=\"Cranes arrival to TEC I\" class=\"joc_admin__inline-image-inherit\"\u003e\u003c/span\u003e\u003c/figure\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\"\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003e \u003c/span\u003e\u003cbr\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eIn July, SSA Marine Mexico added seven state-of-the-art E-RTG (Electric Rubber-Tired Gantry) cranes to its fleet, valued at $14 million. These advanced cranes were distributed across its two terminals: four cranes were assigned to the Multipurpose Terminal, and three to the Specialized Container Terminal I. \u003c/span\u003e\u003cbr\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eWhat sets these cranes apart is their dual-operation capability, allowing them to function either on electric power or diesel fuel. This innovation plays a critical role in reducing the environmental impact of operations, contributing to a 7% increase in energy efficiency. This efficiency improvement is equivalent to eliminating nearly 4,000 tons of CO2 emissions annually, underscoring SSA Marine Mexico's commitment to sustainability.\u003c/span\u003e\u003cbr\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eThrough this acquisition, SSA Marine Mexico not only enhances its cargo-handling capabilities but also reinforces its leadership in integrating cutting-edge, eco-friendly technology in the maritime industry. The company continues to push the boundaries of efficiency and sustainability, ensuring long-term value for both its customers and the environment.\u003c/span\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003e•\u003c/span\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003e\t\u003c/span\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eUpgraded Facilities to Meet Growing Demand\u003c/span\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003e \u003c/span\u003e\u003c/p\u003e\u003cfigure class=\"joc_admin__inline-image-position-left joc_admin__inline-image-size-medium\" data-figure-size=\"medium\" data-figure-position=\"left\"\u003e\u003cspan class=\"joc_admin__inline-image-inherit\"\u003e\u003cimg src=\"/content-assets/1730488350634_Multipurpose%20terminal.png\" alt=\"Multipurpose Terminal\" class=\"joc_admin__inline-image-inherit\"\u003e\u003c/span\u003e\u003c/figure\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cbr\u003e\u003c/p\u003e\u003cp class=\"joc_admin__paragraph\"\u003e\u003cbr\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eIn addition to the new cranes, SSA Marine Mexico has completed crucial modernization and repair work across its Multipurpose Terminal and Specialized Facility at the Port of Manzanillo. This $1 million investment targeted critical infrastructure enhancements, focusing on both structural integrity and operational functionality.\u003c/span\u003e\u003cbr\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eKey improvements included leveling approximately 12,000 square meters in the dock area, along with the removal of outdated concrete curbs and asphalt layers. The upgraded space now features high-resistance pavers designed to optimize water drainage and prevent pooling, ensuring safer and more efficient operations.\u003c/span\u003e\u003cbr\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eMoreover, the Specialized Facility saw significant upgrades, including the leveling of key warehouse areas to facilitate smoother cargo handling processes.\u003c/span\u003e\u003cbr\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eThese infrastructure improvements directly enhance the handling of TEUS (Twenty-foot Equivalent Unit containers), further demonstrating SSA Marine Mexico's unwavering commitment to continuous modernization, operational safety, and efficiency.\u003c/span\u003e\u003cbr\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eWith these initiatives, SSA Marine Mexico is well-positioned to meet the growing demands of the global shipping industry while setting new standards in sustainable port operations.\u003c/span\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eLINK:\u003c/span\u003e\u003ca href=\"https://www.ssamarine.mx/ssa-ing/index\" rel=\"noreferrer\" class=\"joc_admin__link\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003e https://www.ssamarine.mx/ssa-ing/index\u003c/span\u003e\u003c/a\u003e\u003cbr\u003e\u003c/p\u003e","Author":"Sponsored by SSA Marine ","PhotoCutline":"Photo by SSA Marine Mexico","FeatureImageId":"e1447250-5fe7-43ba-a297-16b55e1dcd5f","FeatureImage":{"Id":"e1447250-5fe7-43ba-a297-16b55e1dcd5f","Name":"Cranes arrival to TEC I.png","Path":"/content-assets/1730488383359_Cranes arrival to TEC I.png","__typename":"File"},"Taxonomy":{"Id":"1","Name":"Maritime","Redirects":[{"Path":"/maritime","__typename":"Redirect"}],"__typename":"TaxonomyDictionary"},"Redirects":[{"Path":"/ssa-marine-mexico-modernizes-facilities-with-15-million-investment-92549aa6","__typename":"Redirect"}],"EntityMetadata":{"CreatedAt":"1730488384752","__typename":"EntityMetadata"},"__typename":"PartnerContent"},{"Id":"c7bc78df-b12e-42e2-964e-ea543f4d66a9","Title":"Filling the Supply Chain Education Gap with LTL Education Courses","ContentBody":"\u003cp class=\"joc_admin__paragraph\" dir=\"ltr\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eIf 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.\u003c/span\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003e\u003cstrong class=\"joc_admin__textBold\" style=\"white-space: pre-wrap;\"\u003eGlobal Scope Can Overlook Local Intricacies\u003c/strong\u003e\u003c/b\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eIn 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.\u003c/span\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003e\u003cstrong class=\"joc_admin__textBold\" style=\"white-space: pre-wrap;\"\u003eAccelerating Need for Dedicated LTL Education\u003c/strong\u003e\u003c/b\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eThis 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.\u003c/span\u003e\u003cbr\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eThat 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.\u003c/span\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003e\u003cstrong class=\"joc_admin__textBold\" style=\"white-space: pre-wrap;\"\u003eA Multimodal Approach Ensures On-Time Delivery\u003c/strong\u003e\u003c/b\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eThis 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.\u003c/span\u003e\u003cbr\u003e\u003cbr\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eLearn more about\u0026nbsp;\u003c/span\u003e\u003ca href=\"https://logisticstrainingcenter.com/smc3-courses/\" rel=\"noreferrer\" class=\"joc_admin__link\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003eSMC³’s LTL Online Education program\u003c/span\u003e\u003c/a\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003e\u0026nbsp;and view the 2021 hybrid schedule, featuring live industry experts,\u0026nbsp;\u003c/span\u003e\u003ca href=\"https://www.smc3.com/onlinelearning2021/\" rel=\"noreferrer\" class=\"joc_admin__link\"\u003e\u003cspan style=\"white-space: pre-wrap;\"\u003ehere.\u003c/span\u003e\u003c/a\u003e\u003c/p\u003e","Author":"Sponsored by SMC³","PhotoCutline":"Photo Credits: Shutterstock","FeatureImageId":"bf8b13fa-df15-4b0e-8d1d-d8ef28bdb121","FeatureImage":{"Id":"bf8b13fa-df15-4b0e-8d1d-d8ef28bdb121","Name":"SMC3rates_shutterstock_5247046 (1).jpg","Path":"/content-assets/1726241504084_SMC3rates_shutterstock_5247046 (1).jpg","__typename":"File"},"Taxonomy":{"Id":"46","Name":"LTL","Redirects":[{"Path":"/surface/trucking-news/ltl","__typename":"Redirect"}],"__typename":"TaxonomyDictionary"},"Redirects":[{"Path":"/filling-the-supply-chain-education-gap-with-ltl-education-courses-c7bc78df","__typename":"Redirect"}],"EntityMetadata":{"CreatedAt":"1726241511473","__typename":"EntityMetadata"},"__typename":"PartnerContent"}],"breadcrumbs":[],"taxonomyTree":[null],"firstSection":[{"Id":"5655311_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eLarger containerships and liner network optimization will accelerate concentration of cargo on to fewer ships calling gateway ports. Additionally, diversification from China will drive more freight through the Suez Canal. US East Coast ports must be ready with berth and intermodal capacity. Ports will be defined by their infrastructure investments, growth potential and customer confidence. To succeed, major investments are necessary, including scaling up on-dock rail and inland market connectivity, larger cranes and on-dock storage yards. Improvements in highway access and trucker experience, as well as community initiatives are key to ensuring the steady flow of cargo while maintaining good relations with port neighbors. Port-affiliated inland railyards are vital to port flows, offering more sustainable logistics and a regional supply of empty containers for exports. Port authorities should continue expanding rail locations to serve major business hubs. To reach population centers deeper inland, East Coast ports and Class I rail providers should collaborate on broader rail networks beyond traditional routes served from ports. This can take the form of transloading from marine containers to 53-foot boxes to tap into domestic rail routes. This will allow the East Coast to better handle the trade market forces are sending its way. The US Southeast population has grown 9% since 2012, adding 6.5 million people and increasing consumer demand. The fastest growing states are Texas, Florida, North Carolina, Georgia, South Carolina and Tennessee. The growing workforce has drawn more manufacturing to the region, with major brands establishing a presence, increasing demand at East Coast ports. In light of the cargo expansion, private sector investment in new warehousing and transload space is also needed to complement port efforts. Locations with a supportive state government and ample land to grow the supply chain ecosystem will be in a more competitive position to attract and support business.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"Larger containerships and liner network optimization will accelerate concentration of cargo on to fewer ships calling gateway ports. Additionally, diversification from China will drive more freight through the Suez Canal. US East Coast ports must be ready with berth and intermodal capacity. Ports will be defined by their infrastructure investments, growth potential and customer confidence. To succeed, major investments are necessary, including scaling up on-dock rail and inland market connectivity, larger cranes and on-dock storage yards. Improvements in highway access and trucker experience, as well as community initiatives are key to ensuring the steady flow of cargo while maintaining good relations with port neighbors. Port-affiliated inland railyards are vital to port flows, offering more sustainable logistics and a regional supply of empty containers for exports. Port authorities should continue expanding rail locations to serve major business hubs. To reach population centers deeper inland, East Coast ports and Class I rail providers should collaborate on broader rail networks beyond traditional routes served from ports. This can take the form of transloading from marine containers to 53-foot boxes to tap into domestic rail routes. This will allow the East Coast to better handle the trade market forces are sending its way. The US Southeast population has grown 9% since 2012, adding 6.5 million people and increasing consumer demand. The fastest growing states are Texas, Florida, North Carolina, Georgia, South Carolina and Tennessee. The growing workforce has drawn more manufacturing to the region, with major brands establishing a presence, increasing demand at East Coast ports. In light of the cargo expansion, private sector investment in new warehousing and transload space is also needed to complement port efforts. Locations with a supportive state government and ample land to grow the supply chain ecosystem will be in a more competitive position to attract and support business.","BodyXml":"\u003ctopic id=\"60af9768-8a2d-495e-8089-a9a59bbdb74f\"\u003e\u003ctitle\u003eGriff Lynch, President and CEO, Georgia Ports Authority (GPA)\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"IDfbdbf870-7689-47c6-9c96-0cc22e00f0ef\"\u003ePorts will be defined by their infrastructure investments, growth potential and customer confidence.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"IDb6242844-0228-4ac0-904f-c337933d678b\"\u003eLarger containerships and liner network optimization will accelerate concentration of cargo on to fewer ships calling gateway ports. Additionally, diversification from China will drive more freight through the Suez Canal. US East Coast ports must be ready with berth and intermodal capacity. Ports will be defined by their infrastructure investments, growth potential and customer confidence. To succeed, major investments are necessary, including scaling up on-dock rail and inland market connectivity, larger cranes and on-dock storage yards. Improvements in highway access and trucker experience, as well as community initiatives are key to ensuring the steady flow of cargo while maintaining good relations with port neighbors. Port-affiliated inland railyards are vital to port flows, offering more sustainable logistics and a regional supply of empty containers for exports. Port authorities should continue expanding rail locations to serve major business hubs. To reach population centers deeper inland, East Coast ports and Class I rail providers should collaborate on broader rail networks beyond traditional routes served from ports. This can take the form of transloading from marine containers to 53-foot boxes to tap into domestic rail routes. This will allow the East Coast to better handle the trade market forces are sending its way. The US Southeast population has grown 9% since 2012, adding 6.5 million people and increasing consumer demand. The fastest growing states are Texas, Florida, North Carolina, Georgia, South Carolina and Tennessee. The growing workforce has drawn more manufacturing to the region, with major brands establishing a presence, increasing demand at East Coast ports. In light of the cargo expansion, private sector investment in new warehousing and transload space is also needed to complement port efforts. Locations with a supportive state government and ample land to grow the supply chain ecosystem will be in a more competitive position to attract and support business.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003ePorts will be defined by their infrastructure investments, growth potential and customer confidence.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Ports will be defined by their infrastructure investments, growth potential and customer confidence.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"c62eb57b4f208927d73fb2337e5054ebd9bca0c0c87ee0c773a38c3e0eb1f24c","EmbargoDate":null,"ModDate":"1721824087557","PhoenixId":5655311,"PublishDate":"1706642434000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Griff Lynch, President and CEO, Georgia Ports Authority (GPA)","TitlePlainText":"Griff Lynch, President and CEO, Georgia Ports Authority (GPA)","TitleXml":"Griff Lynch, President and CEO, Georgia Ports Authority (GPA)","Published":true,"Attachments":[{"FileName":"5655312_1.0.png","FileType":"FeatureImage","Order":0,"Title":"3687545_FI.png","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687545","FeatureImageCopyright":"Griff Lynch, President and CEO, Georgia Ports Authority (GPA)","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://gaports.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/griff-lynch-president-and-ceo-georgia-ports-authority-gpa-5655311","__typename":"Redirect"},{"Path":"/aro/griff-lynch-president-and-ceo-georgia-ports-authority-gpa-0","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5655313_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eThe maritime shipping industry must strive to do things differently. This is how we will address the challenges we collectively face as port, transportation and supply chain partners. Building infrastructure at the right time, using technology to unlock capacity and decarbonizing the supply chain — these are all goals that our industry is working toward. If we are to reach these goals, we need to work collaboratively, and we need to find new ways to get there. We expect the frequency of larger container vessel calls to continue to increase as shipping lines work to decrease their carbon intensity. The larger, newer vessels are more efficient which means carbon intensity per container is lower. The Port of Halifax is already handling the largest container vessels calling on the North American east coast along with a handful of other deepwater gateway ports. Where we see an opportunity to do things differently is by developing inland terminals connected by low or zero emission rail shuttles to maximize existing marine assets while keeping port-related trucks out of our downtown, further driving down shipping-related GHG emissions. In Halifax, we’re working to develop infrastructure that supports bunkering of green energy fuels, fostering a collaborative environment that involves supply chain partners including terminal operators and shipping lines that encourages the adoption of green energy vessels, vehicles and equipment, and looking at ways of expanding green energy options for the marine industry to the surrounding municipality. As an industry, we need to accept that advancing carbon reduction initiatives is the cost of doing business. We’re preparing for another year of challenging conditions in terms of cargo throughput resulting from overall weakness in the global economy, and this is consistent with ports and supply chains across North America. Weak global economies, inflation and geopolitical instability continue to contribute to risk and uncertainty in global trade.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"The maritime shipping industry must strive to do things differently. This is how we will address the challenges we collectively face as port, transportation and supply chain partners. Building infrastructure at the right time, using technology to unlock capacity and decarbonizing the supply chain — these are all goals that our industry is working toward. If we are to reach these goals, we need to work collaboratively, and we need to find new ways to get there. We expect the frequency of larger container vessel calls to continue to increase as shipping lines work to decrease their carbon intensity. The larger, newer vessels are more efficient which means carbon intensity per container is lower. The Port of Halifax is already handling the largest container vessels calling on the North American east coast along with a handful of other deepwater gateway ports. Where we see an opportunity to do things differently is by developing inland terminals connected by low or zero emission rail shuttles to maximize existing marine assets while keeping port-related trucks out of our downtown, further driving down shipping-related GHG emissions. In Halifax, we’re working to develop infrastructure that supports bunkering of green energy fuels, fostering a collaborative environment that involves supply chain partners including terminal operators and shipping lines that encourages the adoption of green energy vessels, vehicles and equipment, and looking at ways of expanding green energy options for the marine industry to the surrounding municipality. As an industry, we need to accept that advancing carbon reduction initiatives is the cost of doing business. We’re preparing for another year of challenging conditions in terms of cargo throughput resulting from overall weakness in the global economy, and this is consistent with ports and supply chains across North America. Weak global economies, inflation and geopolitical instability continue to contribute to risk and uncertainty in global trade.","BodyXml":"\u003ctopic id=\"0bbda9cb-e6f0-4727-8ba9-ee24ad113ceb\"\u003e\u003ctitle\u003eCaptain Allan Gray, President and CEO, Halifax Port Authority\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"IDef164cd0-1b43-4ed3-b1bf-8020f3fe2ac9\"\u003eAs an industry, we need to accept that advancing carbon reduction initiatives is the cost of doing business.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID9b7d7cbb-cd04-4a6b-ba66-1ee573571f4d\"\u003eThe maritime shipping industry must strive to do things differently. This is how we will address the challenges we collectively face as port, transportation and supply chain partners. Building infrastructure at the right time, using technology to unlock capacity and decarbonizing the supply chain — these are all goals that our industry is working toward. If we are to reach these goals, we need to work collaboratively, and we need to find new ways to get there. We expect the frequency of larger container vessel calls to continue to increase as shipping lines work to decrease their carbon intensity. The larger, newer vessels are more efficient which means carbon intensity per container is lower. The Port of Halifax is already handling the largest container vessels calling on the North American east coast along with a handful of other deepwater gateway ports. Where we see an opportunity to do things differently is by developing inland terminals connected by low or zero emission rail shuttles to maximize existing marine assets while keeping port-related trucks out of our downtown, further driving down shipping-related GHG emissions. In Halifax, we’re working to develop infrastructure that supports bunkering of green energy fuels, fostering a collaborative environment that involves supply chain partners including terminal operators and shipping lines that encourages the adoption of green energy vessels, vehicles and equipment, and looking at ways of expanding green energy options for the marine industry to the surrounding municipality. As an industry, we need to accept that advancing carbon reduction initiatives is the cost of doing business. We’re preparing for another year of challenging conditions in terms of cargo throughput resulting from overall weakness in the global economy, and this is consistent with ports and supply chains across North America. Weak global economies, inflation and geopolitical instability continue to contribute to risk and uncertainty in global trade.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eAs an industry, we need to accept that advancing carbon reduction initiatives is the cost of doing business.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"As an industry, we need to accept that advancing carbon reduction initiatives is the cost of doing business.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"79c9db75a7ab2e0b96c3511a397a721d5761bc16bd79070400143275a9061ea8","EmbargoDate":null,"ModDate":"1721824095807","PhoenixId":5655313,"PublishDate":"1706642197000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Captain Allan Gray, President and CEO, Halifax Port Authority","TitlePlainText":"Captain Allan Gray, President and CEO, Halifax Port Authority","TitleXml":"Captain Allan Gray, President and CEO, Halifax Port Authority","Published":true,"Attachments":[{"FileName":"5655314_1.0.png","FileType":"FeatureImage","Order":0,"Title":"3687544_FI.png","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687544","FeatureImageCopyright":"Captain Allan Gray, President and CEO, Halifax Port Authority","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://portofhalifax.ca","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/captain-allan-gray-president-and-ceo-halifax-port-authority-5655313","__typename":"Redirect"},{"Path":"/aro/captain-allan-gray-president-and-ceo-halifax-port-authority-0","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5655315_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eIt’s no secret that even the most efficient ports can be a pain point for shippers and ocean carriers. Whether it’s delays, labor issues or off-terminal problems like road congestion, ports and their surrounding inland transportation networks are a necessary but sometimes volatile component of the supply chain. In the short term, depressed volumes globally have created a reprieve. However, volumes will bounce back. When they do, the industry wants to know that the nation’s ports are prepared to handle the next surge. That’s why Jacksonville, with the help of our elected officials and private industry partners, has made significant investments to provide the capabilities to serve the larger vessels now calling the 47-foot deepwater shipping channel at our Blount Island terminal. To complement the deepening, we have also modernized our container berths, added new eco-friendly cranes and expanded a turning basin, and are upgrading inbound and outbound gates and on-terminal roadways. A port’s commitment to providing seamless transportation solutions shouldn’t end at the gates. The industry expects end-to-end supply chain solutions. From chassis availability and efficient rail connections to stable labor and uncongested roadways — a port’s surrounding transportation network is part of its eco-system. That’s why we work holistically with our partners, including the Florida Department of Transportation, our rail partners and the industrial real estate community — to name a few — ensuring that as port volumes grow, so does our community’s ability to meet the growing demand. The population in the Southeast United States, particularly Florida, will continue to grow. Ports that are consistently modernizing facilities and providing end-to-end service will be successful. Ports can avoid being a pain point, but it takes investments, collaboration and a high level of customer service to make all the pieces come together.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"It’s no secret that even the most efficient ports can be a pain point for shippers and ocean carriers. Whether it’s delays, labor issues or off-terminal problems like road congestion, ports and their surrounding inland transportation networks are a necessary but sometimes volatile component of the supply chain. In the short term, depressed volumes globally have created a reprieve. However, volumes will bounce back. When they do, the industry wants to know that the nation’s ports are prepared to handle the next surge. That’s why Jacksonville, with the help of our elected officials and private industry partners, has made significant investments to provide the capabilities to serve the larger vessels now calling the 47-foot deepwater shipping channel at our Blount Island terminal. To complement the deepening, we have also modernized our container berths, added new eco-friendly cranes and expanded a turning basin, and are upgrading inbound and outbound gates and on-terminal roadways. A port’s commitment to providing seamless transportation solutions shouldn’t end at the gates. The industry expects end-to-end supply chain solutions. From chassis availability and efficient rail connections to stable labor and uncongested roadways — a port’s surrounding transportation network is part of its eco-system. That’s why we work holistically with our partners, including the Florida Department of Transportation, our rail partners and the industrial real estate community — to name a few — ensuring that as port volumes grow, so does our community’s ability to meet the growing demand. The population in the Southeast United States, particularly Florida, will continue to grow. Ports that are consistently modernizing facilities and providing end-to-end service will be successful. Ports can avoid being a pain point, but it takes investments, collaboration and a high level of customer service to make all the pieces come together.","BodyXml":"\u003ctopic id=\"8b78eeca-dd9c-498d-b801-7113e0297b31\"\u003e\u003ctitle\u003eEric Green, CEO, Jacksonville Port Authority (JAXPORT)\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID452d4908-cadc-415b-9352-1ebe351c1164\"\u003ePorts can avoid being a pain point, but it takes investments, collaboration and a high level of customer service to make all the pieces come together.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID9b7b1e79-72c5-47b7-a22d-6ed75c305c10\"\u003eIt’s no secret that even the most efficient ports can be a pain point for shippers and ocean carriers. Whether it’s delays, labor issues or off-terminal problems like road congestion, ports and their surrounding inland transportation networks are a necessary but sometimes volatile component of the supply chain. In the short term, depressed volumes globally have created a reprieve. However, volumes will bounce back. When they do, the industry wants to know that the nation’s ports are prepared to handle the next surge. That’s why Jacksonville, with the help of our elected officials and private industry partners, has made significant investments to provide the capabilities to serve the larger vessels now calling the 47-foot deepwater shipping channel at our Blount Island terminal. To complement the deepening, we have also modernized our container berths, added new eco-friendly cranes and expanded a turning basin, and are upgrading inbound and outbound gates and on-terminal roadways. A port’s commitment to providing seamless transportation solutions shouldn’t end at the gates. The industry expects end-to-end supply chain solutions. From chassis availability and efficient rail connections to stable labor and uncongested roadways — a port’s surrounding transportation network is part of its eco-system. That’s why we work holistically with our partners, including the Florida Department of Transportation, our rail partners and the industrial real estate community — to name a few — ensuring that as port volumes grow, so does our community’s ability to meet the growing demand. The population in the Southeast United States, particularly Florida, will continue to grow. Ports that are consistently modernizing facilities and providing end-to-end service will be successful. Ports can avoid being a pain point, but it takes investments, collaboration and a high level of customer service to make all the pieces come together.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003ePorts can avoid being a pain point, but it takes investments, collaboration and a high level of customer service to make all the pieces come together.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Ports can avoid being a pain point, but it takes investments, collaboration and a high level of customer service to make all the pieces come together.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"8c6f692870ce5b6079840b04827914791fb8107e2c7e1c85ab568e435f668936","EmbargoDate":null,"ModDate":"1721824094063","PhoenixId":5655315,"PublishDate":"1706641931000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Eric Green, CEO, Jacksonville Port Authority (JAXPORT)","TitlePlainText":"Eric Green, CEO, Jacksonville Port Authority (JAXPORT)","TitleXml":"Eric Green, CEO, Jacksonville Port Authority (JAXPORT)","Published":true,"Attachments":[{"FileName":"5655316_1.0.png","FileType":"FeatureImage","Order":0,"Title":"3687543_FI.png","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687543","FeatureImageCopyright":"Eric Green, CEO, Jacksonville Port Authority (JAXPORT)","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://jaxport.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/eric-green-ceo-jacksonville-port-authority-jaxport-5655315","__typename":"Redirect"},{"Path":"/aro/eric-green-ceo-jacksonville-port-authority-jaxport-3","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5655317_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eChallenge creates opportunity. And following a couple of years of a rapidly changing environment in the global supply chain, along with historic swings in demand, we certainly now have an abundance of opportunities to improve the efficiency of the way we streamline maritime trade. Now that we have had a chance to catch our breath and reflect on the past to prepare for the future, we must stay ready for the next unknown event. A single entity in the supply chain cannot provide the only solution. We have to collaborate across the entire network to get better. Information is plentiful but common visibility is lacking. Trade will always be cyclical, but global demand will continue to grow over the long term. Vessels are getting larger and infrastructure must keep up. Reliability is dependent upon the accelerated investment in port assets, sharing of data from beginning to end, expanding and using more hours of operation, and investing in current technology to allow people to do their jobs more efficiently. We have the tools and the talent. We just need to put them to work. From a terminal operator perspective, we have to champion increased fluidity. We must discourage longer dwell for imports or exports, but at the same time provide more certainty for the BCO. Nothing in the supply chain is free. Port terminals are for timely transit of containers, not for storage. The developed land is scarce and not free. Available waterfront property for terminal expansion in our nation’s ports is finite and availability is diminishing. Solutions to fluidity include the movement of cargo more quickly to inland facilities where space is more plentiful, less costly and nearer to the origin or destination. Ports and terminals have to expand their reach and be a larger part of the solution.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"Challenge creates opportunity. And following a couple of years of a rapidly changing environment in the global supply chain, along with historic swings in demand, we certainly now have an abundance of opportunities to improve the efficiency of the way we streamline maritime trade. Now that we have had a chance to catch our breath and reflect on the past to prepare for the future, we must stay ready for the next unknown event. A single entity in the supply chain cannot provide the only solution. We have to collaborate across the entire network to get better. Information is plentiful but common visibility is lacking. Trade will always be cyclical, but global demand will continue to grow over the long term. Vessels are getting larger and infrastructure must keep up. Reliability is dependent upon the accelerated investment in port assets, sharing of data from beginning to end, expanding and using more hours of operation, and investing in current technology to allow people to do their jobs more efficiently. We have the tools and the talent. We just need to put them to work. From a terminal operator perspective, we have to champion increased fluidity. We must discourage longer dwell for imports or exports, but at the same time provide more certainty for the BCO. Nothing in the supply chain is free. Port terminals are for timely transit of containers, not for storage. The developed land is scarce and not free. Available waterfront property for terminal expansion in our nation’s ports is finite and availability is diminishing. Solutions to fluidity include the movement of cargo more quickly to inland facilities where space is more plentiful, less costly and nearer to the origin or destination. Ports and terminals have to expand their reach and be a larger part of the solution.","BodyXml":"\u003ctopic id=\"5de4efc5-1e1f-4b67-8004-a1cf0605dc5b\"\u003e\u003ctitle\u003eRoger Guenther, Executive Director, Port of Houston Authority\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID5ba0536a-e524-4b9f-b897-51fe25b0660f\"\u003eNow that we have had a chance to catch our breath and reflect on the past to prepare for the future, we must stay ready for the next unknown event.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"IDd0107fbf-73fc-4ada-af0d-0c4197c8d4da\"\u003eChallenge creates opportunity. And following a couple of years of a rapidly changing environment in the global supply chain, along with historic swings in demand, we certainly now have an abundance of opportunities to improve the efficiency of the way we streamline maritime trade. Now that we have had a chance to catch our breath and reflect on the past to prepare for the future, we must stay ready for the next unknown event. A single entity in the supply chain cannot provide the only solution. We have to collaborate across the entire network to get better. Information is plentiful but common visibility is lacking. Trade will always be cyclical, but global demand will continue to grow over the long term. Vessels are getting larger and infrastructure must keep up. Reliability is dependent upon the accelerated investment in port assets, sharing of data from beginning to end, expanding and using more hours of operation, and investing in current technology to allow people to do their jobs more efficiently. We have the tools and the talent. We just need to put them to work. From a terminal operator perspective, we have to champion increased fluidity. We must discourage longer dwell for imports or exports, but at the same time provide more certainty for the BCO. Nothing in the supply chain is free. Port terminals are for timely transit of containers, not for storage. The developed land is scarce and not free. Available waterfront property for terminal expansion in our nation’s ports is finite and availability is diminishing. Solutions to fluidity include the movement of cargo more quickly to inland facilities where space is more plentiful, less costly and nearer to the origin or destination. Ports and terminals have to expand their reach and be a larger part of the solution.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eNow that we have had a chance to catch our breath and reflect on the past to prepare for the future, we must stay ready for the next unknown event.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Now that we have had a chance to catch our breath and reflect on the past to prepare for the future, we must stay ready for the next unknown event.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"1296d5b1f17ed9414bd2e2bad66f4279d1e90bba3995e4d8477ca7e3b7ca18b9","EmbargoDate":null,"ModDate":"1721824096943","PhoenixId":5655317,"PublishDate":"1706641734000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Roger Guenther, Executive Director, Port of Houston Authority","TitlePlainText":"Roger Guenther, Executive Director, Port of Houston Authority","TitleXml":"Roger Guenther, Executive Director, Port of Houston Authority","Published":true,"Attachments":[{"FileName":"5655318_1.0.png","FileType":"FeatureImage","Order":0,"Title":"3687542_FI.png","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687542","FeatureImageCopyright":"Roger Guenther, Executive Director, Port of Houston Authority","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://porthhouston.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/roger-guenther-executive-director-port-of-houston-authority-5655317","__typename":"Redirect"},{"Path":"/aro/roger-guenther-executive-director-port-houston-authority-2","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5655319_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eUncertainty describes what is in store for the maritime business. I would anticipate modest growth for container volume in 2024. US export volumes are expected to rise along with a modest boost in imports. There are existing and future challenges that could affect the global supply chain. \u003c/p\u003e\u003cp\u003eThe decrease in consumer demand for goods in the US resulted in over capacity, the plummeting of freight rates in 2023 and canceled sailings. This created a lack of service reliability. Ocean carriers decide how much capacity there will be in 2024 and that will impact cargo volume potential.\u003c/p\u003e\u003cp\u003eNew digital applications in the supply chain help move freight. This allows shippers and port operators visibility in real time — where containers are and how much cargo is moving. Leveraging knowledge of where ships are and when they’re expected at port, as well as providing accurate information about container location, increases efficiency and supports growth in the container business.\u003c/p\u003e\u003cp\u003eA couple of unknowns add to uncertainty. One is having a sufficient, skilled workforce available to move cargo. This includes mariners, truckers and warehouse, dock and rail workers. Impact from future environmental regulation is another unknown factor. The International Maritime Organization is working on requirements for ocean carriers to address climate change. How those will affect container volume is unclear.\u003c/p\u003e\u003cp\u003eRegarding ports, transforming to zero-emissions facilities is necessary. Industry’s recent investments and implementation in upgrading equipment and enhancing operations at California ports bolster our business. These efforts improve efficiency, reduce carbon emissions and engender public support through greener maritime operations. \u003c/p\u003e\u003cp\u003eThe drought at the Panama Canal will continue to impact container traffic to Gulf and East Coast ports into summer 2024.\u003c/p\u003e\u003cp\u003eThe big picture: With the supply chain improvements made following pandemic disruptions, modest growth in 2024 can be readily accommodated.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"Uncertainty describes what is in store for the maritime business. I would anticipate modest growth for container volume in 2024. US export volumes are expected to rise along with a modest boost in imports. There are existing and future challenges that could affect the global supply chain. The decrease in consumer demand for goods in the US resulted in over capacity, the plummeting of freight rates in 2023 and canceled sailings. This created a lack of service reliability. Ocean carriers decide how much capacity there will be in 2024 and that will impact cargo volume potential. New digital applications in the supply chain help move freight. This allows shippers and port operators visibility in real time — where containers are and how much cargo is moving. Leveraging knowledge of where ships are and when they’re expected at port, as well as providing accurate information about container location, increases efficiency and supports growth in the container business. A couple of unknowns add to uncertainty. One is having a sufficient, skilled workforce available to move cargo. This includes mariners, truckers and warehouse, dock and rail workers. Impact from future environmental regulation is another unknown factor. The International Maritime Organization is working on requirements for ocean carriers to address climate change. How those will affect container volume is unclear. Regarding ports, transforming to zero-emissions facilities is necessary. Industry’s recent investments and implementation in upgrading equipment and enhancing operations at California ports bolster our business. These efforts improve efficiency, reduce carbon emissions and engender public support through greener maritime operations. The drought at the Panama Canal will continue to impact container traffic to Gulf and East Coast ports into summer 2024. The big picture: With the supply chain improvements made following pandemic disruptions, modest growth in 2024 can be readily accommodated.","BodyXml":"\u003ctopic id=\"bcf5e500-3aa5-42eb-82b0-a5b3ba55837c\"\u003e\u003ctitle\u003eBryan Brandes, Maritime Director, Port of Oakland\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID5db52f14-9841-4a73-88c1-b4cc8243e0d3\"\u003eLeveraging knowledge of where ships are and when they’re expected at port ... increases efficiency and supports growth in the container business.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"IDa7b4a70b-5cf7-475d-a51e-5eaefd99c2e2\"\u003eUncertainty describes what is in store for the maritime business. I would anticipate modest growth for container volume in 2024. US export volumes are expected to rise along with a modest boost in imports. There are existing and future challenges that could affect the global supply chain. \u003c/p\u003e\u003cp ID=\"IDaa7cf0cc-36d9-4a6a-823f-10e37ded4d2c\"\u003eThe decrease in consumer demand for goods in the US resulted in over capacity, the plummeting of freight rates in 2023 and canceled sailings. This created a lack of service reliability. Ocean carriers decide how much capacity there will be in 2024 and that will impact cargo volume potential.\u003c/p\u003e\u003cp ID=\"ID0f01304a-cedf-4bb9-884c-398315b3b0ef\"\u003eNew digital applications in the supply chain help move freight. This allows shippers and port operators visibility in real time — where containers are and how much cargo is moving. Leveraging knowledge of where ships are and when they’re expected at port, as well as providing accurate information about container location, increases efficiency and supports growth in the container business.\u003c/p\u003e\u003cp ID=\"IDda0b6b74-0a7b-4f9d-84bd-2db24973b959\"\u003eA couple of unknowns add to uncertainty. One is having a sufficient, skilled workforce available to move cargo. This includes mariners, truckers and warehouse, dock and rail workers. Impact from future environmental regulation is another unknown factor. The International Maritime Organization is working on requirements for ocean carriers to address climate change. How those will affect container volume is unclear.\u003c/p\u003e\u003cp ID=\"IDbf8c5ecd-d589-44ee-a94b-ba43ca122a93\"\u003eRegarding ports, transforming to zero-emissions facilities is necessary. Industry’s recent investments and implementation in upgrading equipment and enhancing operations at California ports bolster our business. These efforts improve efficiency, reduce carbon emissions and engender public support through greener maritime operations. \u003c/p\u003e\u003cp ID=\"ID572a8a6e-5902-4976-baa5-61f46e645ce4\"\u003eThe drought at the Panama Canal will continue to impact container traffic to Gulf and East Coast ports into summer 2024.\u003c/p\u003e\u003cp ID=\"ID9a54f7bc-0017-4399-a51b-7ea3a4d07ead\"\u003eThe big picture: With the supply chain improvements made following pandemic disruptions, modest growth in 2024 can be readily accommodated.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eLeveraging knowledge of where ships are and when they’re expected at port ... increases efficiency and supports growth in the container business.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Leveraging knowledge of where ships are and when they’re expected at port ... increases efficiency and supports growth in the container business.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"817ac42793909084485cc2a32d16fe8990c42e570098685e43eaba2104bc6628","EmbargoDate":null,"ModDate":"1721824098020","PhoenixId":5655319,"PublishDate":"1706641500000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Bryan Brandes, Maritime Director, Port of Oakland","TitlePlainText":"Bryan Brandes, Maritime Director, Port of Oakland","TitleXml":"Bryan Brandes, Maritime Director, Port of Oakland","Published":true,"Attachments":[{"FileName":"5655320_1.0.png","FileType":"FeatureImage","Order":0,"Title":"3687541_FI.png","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687541","FeatureImageCopyright":"Bryan Brandes, Maritime Director, Port of Oakland","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://portofoakland.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/bryan-brandes-maritime-director-port-of-oakland-5655319","__typename":"Redirect"},{"Path":"/aro/bryan-brandes-maritime-director-port-oakland-0","__typename":"Redirect"}],"__typename":"Document"}],"secondSection":[{"Id":"5655321_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eDespite the geopolitical volatility, the global economy — and by extension the global container trade — has remained remarkably resilient. That said, none of us expected the COVID-driven consumer demand cycle to be reflective of a future steady state. Since mid-2022, a more difficult market environment has arrived, and the container shipping market is expected to remain volatile with increasing pressure on profitability. Economic uncertainty, waning consumer demand and a record level of new vessel orders make for supply-demand disequilibrium that will drive downward pressure on rates. Rapidly rising costs, exacerbated by the International Maritime Organization’s decarbonization and sustainability regulations, will put further pressure on the bottom lines of service providers and equipment lessors. Ocean carriers, and by extension leasing companies and shippers who depend on the global network, will be looking at a 2024 with extremely challenging and highly competitive conditions. Market forces will be difficult, industry profitability will be under pressure from lower rates and rising operating costs. Port efficiency and network fluidity will work fine, for now, until the volumes return. Remember, we never addressed the tough issues, we only hit the wave tops. The cost of environmental compliance will be enormous. To no one’s surprise, shippers and shippers’ associations may object to paying for sustainable solutions, the same shippers and shippers’ associations that think free time is actually free. Free time is not free, the containers and chassis are not free, the land this equipment sits on is not free. Shipping lines and leasing companies have invested billions of dollars in equipment and that capital expense is significant and getting more expensive given rising interest rates. The cost of using equipment beyond the allowed time period is material and so is the opportunity cost of not having that equipment available for the next revenue generating move. 2024 will be full of challenges, but none of us are strangers to tough environments. How we cooperate, or not, will be the defining difference in how all stakeholders move forward.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"Despite the geopolitical volatility, the global economy — and by extension the global container trade — has remained remarkably resilient. That said, none of us expected the COVID-driven consumer demand cycle to be reflective of a future steady state. Since mid-2022, a more difficult market environment has arrived, and the container shipping market is expected to remain volatile with increasing pressure on profitability. Economic uncertainty, waning consumer demand and a record level of new vessel orders make for supply-demand disequilibrium that will drive downward pressure on rates. Rapidly rising costs, exacerbated by the International Maritime Organization’s decarbonization and sustainability regulations, will put further pressure on the bottom lines of service providers and equipment lessors. Ocean carriers, and by extension leasing companies and shippers who depend on the global network, will be looking at a 2024 with extremely challenging and highly competitive conditions. Market forces will be difficult, industry profitability will be under pressure from lower rates and rising operating costs. Port efficiency and network fluidity will work fine, for now, until the volumes return. Remember, we never addressed the tough issues, we only hit the wave tops. The cost of environmental compliance will be enormous. To no one’s surprise, shippers and shippers’ associations may object to paying for sustainable solutions, the same shippers and shippers’ associations that think free time is actually free. Free time is not free, the containers and chassis are not free, the land this equipment sits on is not free. Shipping lines and leasing companies have invested billions of dollars in equipment and that capital expense is significant and getting more expensive given rising interest rates. The cost of using equipment beyond the allowed time period is material and so is the opportunity cost of not having that equipment available for the next revenue generating move. 2024 will be full of challenges, but none of us are strangers to tough environments. How we cooperate, or not, will be the defining difference in how all stakeholders move forward.","BodyXml":"\u003ctopic id=\"327844c4-0cbd-4685-a0d7-d0be40c022d6\"\u003e\u003ctitle\u003eBob Sappio, CEO, SeaCube Containers\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"IDb8d6e68f-7cec-4b59-92fd-e81ebddeeebe\"\u003eEconomic uncertainty, waning consumer demand and a record level of new vessel orders make for supply-demand disequilibrium that will drive downward pressure on rates.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID980492cc-b09c-42dd-94a7-af07656146c8\"\u003eDespite the geopolitical volatility, the global economy — and by extension the global container trade — has remained remarkably resilient. That said, none of us expected the COVID-driven consumer demand cycle to be reflective of a future steady state. Since mid-2022, a more difficult market environment has arrived, and the container shipping market is expected to remain volatile with increasing pressure on profitability. Economic uncertainty, waning consumer demand and a record level of new vessel orders make for supply-demand disequilibrium that will drive downward pressure on rates. Rapidly rising costs, exacerbated by the International Maritime Organization’s decarbonization and sustainability regulations, will put further pressure on the bottom lines of service providers and equipment lessors. Ocean carriers, and by extension leasing companies and shippers who depend on the global network, will be looking at a 2024 with extremely challenging and highly competitive conditions. Market forces will be difficult, industry profitability will be under pressure from lower rates and rising operating costs. Port efficiency and network fluidity will work fine, for now, until the volumes return. Remember, we never addressed the tough issues, we only hit the wave tops. The cost of environmental compliance will be enormous. To no one’s surprise, shippers and shippers’ associations may object to paying for sustainable solutions, the same shippers and shippers’ associations that think free time is actually free. Free time is not free, the containers and chassis are not free, the land this equipment sits on is not free. Shipping lines and leasing companies have invested billions of dollars in equipment and that capital expense is significant and getting more expensive given rising interest rates. The cost of using equipment beyond the allowed time period is material and so is the opportunity cost of not having that equipment available for the next revenue generating move. 2024 will be full of challenges, but none of us are strangers to tough environments. How we cooperate, or not, will be the defining difference in how all stakeholders move forward.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eEconomic uncertainty, waning consumer demand and a record level of new vessel orders make for supply-demand disequilibrium that will drive downward pressure on rates.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Economic uncertainty, waning consumer demand and a record level of new vessel orders make for supply-demand disequilibrium that will drive downward pressure on rates.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"000fc18393d38d225b6de22613f052ecba7cb33931d72c05bf2207681f5ee69f","EmbargoDate":null,"ModDate":"1721824099273","PhoenixId":5655321,"PublishDate":"1706640662000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Bob Sappio, CEO, SeaCube Containers","TitlePlainText":"Bob Sappio, CEO, SeaCube Containers","TitleXml":"Bob Sappio, CEO, SeaCube Containers","Published":true,"Attachments":[{"FileName":"5655322_1.0.png","FileType":"FeatureImage","Order":0,"Title":"3687540_FI.png","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687540","FeatureImageCopyright":"Bob Sappio, CEO, SeaCube Containers","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://seacubecontainers.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/bob-sappio-ceo-seacube-containers-5655321","__typename":"Redirect"},{"Path":"/aro/bob-sappio-ceo-seacube-containers-0","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5655181_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eAs we move into 2024, we see a wave of investment in new vessels is on the horizon, delivering a flood of increased capacity. Managing this overcapacity will be crucial to maintaining service reliability. To do this, companies may want to consider the demolition of older vessels; this strategy, coupled with dual-fuel investment, might bring some level of stability. However, given fragile rates and potential for a price war, it’s challenging to predict full recovery in service and vessel reliability in 2024. \u003c/p\u003e\u003cp\u003eDiversification into other logistics activities should balance this potential reality and improve reliability; investment in terminals to create rail and road infrastructure diversifies service offering and ensures smooth movement of goods beyond the docks. \u003c/p\u003e\u003cp\u003eDigital transformation through the implementation of technologies like blockchain for cargo tracking, AI for optimizing operations, and IoT for real-time monitoring can streamline port activities, facilitating faster cargo movements and enhancing hinterland connections to move containers swiftly.\u003c/p\u003e\u003cp\u003eInfrastructure limitations of ports may impact their ability to accommodate ever-larger vessels. Port expansion, such as the deepening of berths, investing in larger cranes and expanding storage areas can support these efforts. Global economic growth is expected to witness an approximate 3% increase in 2024, according to the International Monetary Fund, providing a glimmer of optimism amid the challenges. Considering the backdrop of this soft macroeconomic outlook and the imminent influx of new capacity, vigilance, foresight and adaptability will be key. \u003c/p\u003e\u003cp\u003eI believe the future of container shipping and transport is promising but does come with challenges. As a group, we harness synergies across our vertically integrated business model and anticipate future customer demand to proactively invest in diverse business services and innovative ports infrastructure. \u003c/p\u003e\u003cp\u003eWe will continue to leverage our strategic global position and world-class capabilities to lead the way in this regard.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"As we move into 2024, we see a wave of investment in new vessels is on the horizon, delivering a flood of increased capacity. Managing this overcapacity will be crucial to maintaining service reliability. To do this, companies may want to consider the demolition of older vessels; this strategy, coupled with dual-fuel investment, might bring some level of stability. However, given fragile rates and potential for a price war, it’s challenging to predict full recovery in service and vessel reliability in 2024. Diversification into other logistics activities should balance this potential reality and improve reliability; investment in terminals to create rail and road infrastructure diversifies service offering and ensures smooth movement of goods beyond the docks. Digital transformation through the implementation of technologies like blockchain for cargo tracking, AI for optimizing operations, and IoT for real-time monitoring can streamline port activities, facilitating faster cargo movements and enhancing hinterland connections to move containers swiftly. Infrastructure limitations of ports may impact their ability to accommodate ever-larger vessels. Port expansion, such as the deepening of berths, investing in larger cranes and expanding storage areas can support these efforts. Global economic growth is expected to witness an approximate 3% increase in 2024, according to the International Monetary Fund, providing a glimmer of optimism amid the challenges. Considering the backdrop of this soft macroeconomic outlook and the imminent influx of new capacity, vigilance, foresight and adaptability will be key. I believe the future of container shipping and transport is promising but does come with challenges. As a group, we harness synergies across our vertically integrated business model and anticipate future customer demand to proactively invest in diverse business services and innovative ports infrastructure. We will continue to leverage our strategic global position and world-class capabilities to lead the way in this regard.","BodyXml":"\u003ctopic id=\"67760578-10a8-477e-9447-3360cf50ed8e\"\u003e\u003ctitle\u003eRoss Thompson, Chief Strategy and Growth Officer, AD Ports Group \u003c/title\u003e\u003csummary\u003e\u003cp ID=\"IDef96a615-b2dc-4206-8f17-6f0ff16f0118\"\u003eGiven fragile rates and potential for a price war, it’s challenging to predict full recovery in service and vessel reliability in 2024.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"IDf0d6f351-8950-44a5-82f7-f716eae81af0\"\u003eAs we move into 2024, we see a wave of investment in new vessels is on the horizon, delivering a flood of increased capacity. Managing this overcapacity will be crucial to maintaining service reliability. To do this, companies may want to consider the demolition of older vessels; this strategy, coupled with dual-fuel investment, might bring some level of stability. However, given fragile rates and potential for a price war, it’s challenging to predict full recovery in service and vessel reliability in 2024. \u003c/p\u003e\u003cp ID=\"ID4f09f02b-7492-4d12-aa2e-b5438683daf5\"\u003eDiversification into other logistics activities should balance this potential reality and improve reliability; investment in terminals to create rail and road infrastructure diversifies service offering and ensures smooth movement of goods beyond the docks. \u003c/p\u003e\u003cp ID=\"IDe78cd44f-3255-4b18-bf50-8c68309bc767\"\u003eDigital transformation through the implementation of technologies like blockchain for cargo tracking, AI for optimizing operations, and IoT for real-time monitoring can streamline port activities, facilitating faster cargo movements and enhancing hinterland connections to move containers swiftly.\u003c/p\u003e\u003cp ID=\"ID6d525b46-e120-4f45-8e18-a75b9933d682\"\u003eInfrastructure limitations of ports may impact their ability to accommodate ever-larger vessels. Port expansion, such as the deepening of berths, investing in larger cranes and expanding storage areas can support these efforts. Global economic growth is expected to witness an approximate 3% increase in 2024, according to the International Monetary Fund, providing a glimmer of optimism amid the challenges. Considering the backdrop of this soft macroeconomic outlook and the imminent influx of new capacity, vigilance, foresight and adaptability will be key. \u003c/p\u003e\u003cp ID=\"IDfb411b34-d749-4edf-b694-e534865ad98e\"\u003eI believe the future of container shipping and transport is promising but does come with challenges. As a group, we harness synergies across our vertically integrated business model and anticipate future customer demand to proactively invest in diverse business services and innovative ports infrastructure. \u003c/p\u003e\u003cp ID=\"ID51f6fae5-34b5-449a-b124-db9697d6ee63\"\u003eWe will continue to leverage our strategic global position and world-class capabilities to lead the way in this regard.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eGiven fragile rates and potential for a price war, it’s challenging to predict full recovery in service and vessel reliability in 2024.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Given fragile rates and potential for a price war, it’s challenging to predict full recovery in service and vessel reliability in 2024.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"a682daf955a0dfd665b2480f5fb8bd9453eccf482213047c8b56136ecff6ce88","EmbargoDate":null,"ModDate":"1721823992097","PhoenixId":5655181,"PublishDate":"1706559380000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Ross Thompson, Chief Strategy and Growth Officer, AD Ports Group ","TitlePlainText":"Ross Thompson, Chief Strategy and Growth Officer, AD Ports Group","TitleXml":"Ross Thompson, Chief Strategy and Growth Officer, AD Ports Group ","Published":true,"Attachments":[{"FileName":"5655182_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687532_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687532","FeatureImageCopyright":"Ross Thompson, Chief Strategy and Growth Officer, AD Ports Group","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://adportsgroup.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/ross-thompson-chief-strategy-and-growth-officer-ad-ports-group-5655181","__typename":"Redirect"},{"Path":"/aro/ross-thompson-chief-strategy-and-growth-officer-ad-ports-group-0","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5655183_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eThe unprecedented global demand surge stirred by COVID-19 in 2020 started to ebb in late 2022 and has been gradually normalizing throughout 2023. The term “normalizing” symbolizes constant overcapacity for liner shipping, much as it was in the distant past, with a few exceptions. Based on Alphaliner’s prediction, capacity supply will be up 9.1% in 2024, while demand may climb just a marginal 2.2%. The first big challenge for the entire container shipping industry is how to fill up the huge gap. \u003c/p\u003e\u003cp\u003eWith growing numbers of newbuildings on the order books and the Shanghai Containerized Freight Index having fallen to three digits, it will be harder for liner shipping in the years ahead. Decarbonization calls for CII implementation and the abolition of the European Commissions’ CBER will undoubtedly add challenges the industry will have to react to swiftly and properly. In day-to-day business, shippers will require reliable transport service to deliver cargo while transport providers will anticipate a reasonable return to sustain operation or reinvest on service improvements. Each transport provider will need to find where the equilibrium between shippers’ demand and service deployment is by changing the strategy from “supply push” to “demand pull” so that capacity stress can be eased. As a result, both shippers and transport providers will benefit.\u003c/p\u003e\u003cp\u003eLooking forward to 2024, CEOs may frown at operational risks incited by geopolitical conflicts and rising costs. The liner shipping industry ought to consider how to introduce new technologies for vessels, including green fuels and inventions that help in reducing ship navigation resistance — e.g., wind deflector and propeller boss cap fins — to address foreseeable challenges through sustainable pursuits.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"The unprecedented global demand surge stirred by COVID-19 in 2020 started to ebb in late 2022 and has been gradually normalizing throughout 2023. The term “normalizing” symbolizes constant overcapacity for liner shipping, much as it was in the distant past, with a few exceptions. Based on Alphaliner’s prediction, capacity supply will be up 9.1% in 2024, while demand may climb just a marginal 2.2%. The first big challenge for the entire container shipping industry is how to fill up the huge gap. With growing numbers of newbuildings on the order books and the Shanghai Containerized Freight Index having fallen to three digits, it will be harder for liner shipping in the years ahead. Decarbonization calls for CII implementation and the abolition of the European Commissions’ CBER will undoubtedly add challenges the industry will have to react to swiftly and properly. In day-to-day business, shippers will require reliable transport service to deliver cargo while transport providers will anticipate a reasonable return to sustain operation or reinvest on service improvements. Each transport provider will need to find where the equilibrium between shippers’ demand and service deployment is by changing the strategy from “supply push” to “demand pull” so that capacity stress can be eased. As a result, both shippers and transport providers will benefit. Looking forward to 2024, CEOs may frown at operational risks incited by geopolitical conflicts and rising costs. The liner shipping industry ought to consider how to introduce new technologies for vessels, including green fuels and inventions that help in reducing ship navigation resistance — e.g., wind deflector and propeller boss cap fins — to address foreseeable challenges through sustainable pursuits.","BodyXml":"\u003ctopic id=\"442e6054-9595-424d-baa5-e34069711d7c\"\u003e\u003ctitle\u003eP.T. Chen, Chairman, Wan Hai Lines Ltd. \u003c/title\u003e\u003csummary\u003e\u003cp ID=\"IDdad7b029-0459-454a-9030-f31196bbbc23\"\u003eEach transport provider will need to find where the equilibrium between shippers’ demand and service deployment is by changing the strategy from ‘supply push’ to ‘demand pull’ so that capacity stress can be eased.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID9236d68d-9950-4ceb-967e-893e6018d5f8\"\u003eThe unprecedented global demand surge stirred by COVID-19 in 2020 started to ebb in late 2022 and has been gradually normalizing throughout 2023. The term “normalizing” symbolizes constant overcapacity for liner shipping, much as it was in the distant past, with a few exceptions. Based on Alphaliner’s prediction, capacity supply will be up 9.1% in 2024, while demand may climb just a marginal 2.2%. The first big challenge for the entire container shipping industry is how to fill up the huge gap. \u003c/p\u003e\u003cp ID=\"ID7172701a-2960-4ca8-8a79-f1078b55e441\"\u003eWith growing numbers of newbuildings on the order books and the Shanghai Containerized Freight Index having fallen to three digits, it will be harder for liner shipping in the years ahead. Decarbonization calls for CII implementation and the abolition of the European Commissions’ CBER will undoubtedly add challenges the industry will have to react to swiftly and properly. In day-to-day business, shippers will require reliable transport service to deliver cargo while transport providers will anticipate a reasonable return to sustain operation or reinvest on service improvements. Each transport provider will need to find where the equilibrium between shippers’ demand and service deployment is by changing the strategy from “supply push” to “demand pull” so that capacity stress can be eased. As a result, both shippers and transport providers will benefit.\u003c/p\u003e\u003cp ID=\"ID69e65121-dfe5-4365-b7ff-56d06814c7e6\"\u003eLooking forward to 2024, CEOs may frown at operational risks incited by geopolitical conflicts and rising costs. The liner shipping industry ought to consider how to introduce new technologies for vessels, including green fuels and inventions that help in reducing ship navigation resistance — e.g., wind deflector and propeller boss cap fins — to address foreseeable challenges through sustainable pursuits.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eEach transport provider will need to find where the equilibrium between shippers’ demand and service deployment is by changing the strategy from ‘supply push’ to ‘demand pull’ so that capacity stress can be eased.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Each transport provider will need to find where the equilibrium between shippers’ demand and service deployment is by changing the strategy from ‘supply push’ to ‘demand pull’ so that capacity stress can be eased.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"81a7a2781e2e27d71e418738324b16a226bccb625734b05c02c1ab0ca88a4d78","EmbargoDate":null,"ModDate":"1721823992967","PhoenixId":5655183,"PublishDate":"1706559267000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"P.T. Chen, Chairman, Wan Hai Lines Ltd. ","TitlePlainText":"P.T. Chen, Chairman, Wan Hai Lines Ltd.","TitleXml":"P.T. Chen, Chairman, Wan Hai Lines Ltd. ","Published":true,"Attachments":[{"FileName":"5655184_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687531_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687531","FeatureImageCopyright":"P.T. Chen, Chairman, Wan Hai Lines Ltd.","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://wanhai.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/pt-chen-chairman-wan-hai-lines-ltd-5655183","__typename":"Redirect"},{"Path":"/aro/pt-chen-chairman-wan-hai-lines-ltd-0","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5655185_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eThe Xeneta ocean freight rate benchmarking and intelligence platform shows the cost of moving goods by sea has plummeted during 2023. \u003c/p\u003e\u003cp\u003eOn some corridors, such as the trans-Atlantic into US East Coast and Far East to Europe, we have seen short- and long-term rates drop by around 80%. Shipping liner companies are effectively subsidizing businesses to transport their goods around the world.\u003c/p\u003e\u003cp\u003e“At the recent Xeneta Summit in Amsterdam, we heard from leaders of the world’s biggest carriers who said they must, and will, take action in 2024. This includes blanked sailings, redeployment and scrapping of ships and slow steaming to control capacity. As one highly prominent figure put it, “why sail ships if the cargo isn’t there?”\u003c/p\u003e\u003cp\u003eMarket volatility is coupled with the challenge to become more sustainable in 2024 through International Maritime Organization’s and EU ETS emissions regulations. \u003c/p\u003e\u003cp\u003eEveryone has good intentions when it comes to the environment, but no one is prepared to pick up the bill. The industry is telling carriers to risk investing staggering sums of money on climate-friendly vessels with no guarantee the market will turn in their favor. Without a change in attitudes, the emissions targets are doomed to failure.\u003c/p\u003e\u003cp\u003eThe industry is coming from such low service reliability caused by the pandemic chaos, it’s almost impossible for it not to improve further in 2024. \u003c/p\u003e\u003cp\u003eFor example, reliability of container arrival from the Far East to Europe was 66.9% in August compared to 30% in 2022. The Far East to US West Coast is now 44.6% compared to 16% a year ago.\u003c/p\u003e\u003cp\u003eThese improvements are a result of the system becoming less strained post-COVID rather than carriers operating fleets more reliably. Shippers will also argue service levels are still not at an acceptable level to implement just-in-time principles into their supply chain with any degree of confidence.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"The Xeneta ocean freight rate benchmarking and intelligence platform shows the cost of moving goods by sea has plummeted during 2023. On some corridors, such as the trans-Atlantic into US East Coast and Far East to Europe, we have seen short- and long-term rates drop by around 80%. Shipping liner companies are effectively subsidizing businesses to transport their goods around the world. “At the recent Xeneta Summit in Amsterdam, we heard from leaders of the world’s biggest carriers who said they must, and will, take action in 2024. This includes blanked sailings, redeployment and scrapping of ships and slow steaming to control capacity. As one highly prominent figure put it, “why sail ships if the cargo isn’t there?” Market volatility is coupled with the challenge to become more sustainable in 2024 through International Maritime Organization’s and EU ETS emissions regulations. Everyone has good intentions when it comes to the environment, but no one is prepared to pick up the bill. The industry is telling carriers to risk investing staggering sums of money on climate-friendly vessels with no guarantee the market will turn in their favor. Without a change in attitudes, the emissions targets are doomed to failure. The industry is coming from such low service reliability caused by the pandemic chaos, it’s almost impossible for it not to improve further in 2024. For example, reliability of container arrival from the Far East to Europe was 66.9% in August compared to 30% in 2022. The Far East to US West Coast is now 44.6% compared to 16% a year ago. These improvements are a result of the system becoming less strained post-COVID rather than carriers operating fleets more reliably. Shippers will also argue service levels are still not at an acceptable level to implement just-in-time principles into their supply chain with any degree of confidence.","BodyXml":"\u003ctopic id=\"e80d5f04-3839-40a4-a85a-9f8a8c8480f6\"\u003e\u003ctitle\u003ePatrick Berglund, CEO, Xeneta\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID854a4465-1378-499d-b85a-71e1e52fa23c\"\u003eThe industry is coming from such low service reliability caused by the pandemic chaos, it’s almost impossible for it not to improve further in 2024.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID41b1c9bc-615b-4b01-8aee-b8d263967f1c\"\u003eThe Xeneta ocean freight rate benchmarking and intelligence platform shows the cost of moving goods by sea has plummeted during 2023. \u003c/p\u003e\u003cp ID=\"IDa8ff7af4-eb1c-4ae6-9cdd-3a34b78fef88\"\u003eOn some corridors, such as the trans-Atlantic into US East Coast and Far East to Europe, we have seen short- and long-term rates drop by around 80%. Shipping liner companies are effectively subsidizing businesses to transport their goods around the world.\u003c/p\u003e\u003cp ID=\"ID92520d4f-67aa-4769-a643-9e852bf39e2f\"\u003e“At the recent Xeneta Summit in Amsterdam, we heard from leaders of the world’s biggest carriers who said they must, and will, take action in 2024. This includes blanked sailings, redeployment and scrapping of ships and slow steaming to control capacity. As one highly prominent figure put it, “why sail ships if the cargo isn’t there?”\u003c/p\u003e\u003cp ID=\"ID90b33912-d96f-43d6-8188-47ce44c3a70e\"\u003eMarket volatility is coupled with the challenge to become more sustainable in 2024 through International Maritime Organization’s and EU ETS emissions regulations. \u003c/p\u003e\u003cp ID=\"IDac74191c-0443-493f-a7bb-8b60be60f259\"\u003eEveryone has good intentions when it comes to the environment, but no one is prepared to pick up the bill. The industry is telling carriers to risk investing staggering sums of money on climate-friendly vessels with no guarantee the market will turn in their favor. Without a change in attitudes, the emissions targets are doomed to failure.\u003c/p\u003e\u003cp ID=\"ID1263b2e9-416e-4a13-9ad9-d7c4962ca962\"\u003eThe industry is coming from such low service reliability caused by the pandemic chaos, it’s almost impossible for it not to improve further in 2024. \u003c/p\u003e\u003cp ID=\"ID16c1a777-f1f8-4939-9b82-6d5abc5c2f53\"\u003eFor example, reliability of container arrival from the Far East to Europe was 66.9% in August compared to 30% in 2022. The Far East to US West Coast is now 44.6% compared to 16% a year ago.\u003c/p\u003e\u003cp ID=\"IDba0ab40c-97d0-432a-8ca1-edd26eeb5384\"\u003eThese improvements are a result of the system becoming less strained post-COVID rather than carriers operating fleets more reliably. Shippers will also argue service levels are still not at an acceptable level to implement just-in-time principles into their supply chain with any degree of confidence.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eThe industry is coming from such low service reliability caused by the pandemic chaos, it’s almost impossible for it not to improve further in 2024.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"The industry is coming from such low service reliability caused by the pandemic chaos, it’s almost impossible for it not to improve further in 2024.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"14b35d0f0739d5d6b63a26472081770fdf7ffd97c54fee69736be3345065d129","EmbargoDate":null,"ModDate":"1721823993773","PhoenixId":5655185,"PublishDate":"1706559144000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Patrick Berglund, CEO, Xeneta","TitlePlainText":"Patrick Berglund, CEO, Xeneta","TitleXml":"Patrick Berglund, CEO, Xeneta","Published":true,"Attachments":[{"FileName":"5655186_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687530_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687530","FeatureImageCopyright":"Patrick Berglund, CEO, Xeneta","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://xeneta.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/patrick-berglund-ceo-xeneta-5655185","__typename":"Redirect"},{"Path":"/aro/patrick-berglund-ceo-xeneta","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5655187_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eIt was telling that out of the four key projects we advanced at the Port of Vancouver in 2023 to increase capacity and service reliability, two involve building new landmass for container terminals and two focus on digital tools and data sharing needed to get the most out of existing infrastructure.\u003c/p\u003e\u003cp\u003eThe Port of Vancouver is Canada’s largest port by any measure and in 2022 handled 50% of Canada’s containers by TEU. It also sits in what has become one of North America’s most land-constrained regions. Throughout 2023, the industrial land vacancy rate in Metro Vancouver hovered at under 1%, one of the lowest in North America, which contributed to average land costs tripling over five years.\u003c/p\u003e\u003cp\u003eWhile the expansion of the DP World-operated Centerm port terminal to 1.5 million TEUs and federal government approval of the proposed Roberts Bank Terminal 2 (2.4 million TEUs) were major strides in adding physical capacity to the port, it is important to remain focused on gains that can also be made through digital innovation, collaboration and data sharing. Our focus as a port authority has also long been on collaborating with terminals, supply chain partners and governments to both maximize existing land use and use data and digital tools to squeeze everything we can out of infrastructure. The other two key projects we advanced are a result of this work.\u003c/p\u003e\u003cp\u003eConnect+ became our new one-stop-shop to facilitate data exchange and develop digital innovations in collaboration with port stakeholders and governments. We launched the first stage of a new centralized scheduling system to better coordinate commercial ship traffic and improve ship turnaround times and cargo volumes.\u003c/p\u003e\u003cp\u003eTo be effective, digital and data sharing innovations need to stretch our reach beyond the docks. We invite all our partners, customers and stakeholders to join us in building the infrastructure needed — both on the ground and online — to keep cargo moving efficiently, reliably and affordably.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"It was telling that out of the four key projects we advanced at the Port of Vancouver in 2023 to increase capacity and service reliability, two involve building new landmass for container terminals and two focus on digital tools and data sharing needed to get the most out of existing infrastructure. The Port of Vancouver is Canada’s largest port by any measure and in 2022 handled 50% of Canada’s containers by TEU. It also sits in what has become one of North America’s most land-constrained regions. Throughout 2023, the industrial land vacancy rate in Metro Vancouver hovered at under 1%, one of the lowest in North America, which contributed to average land costs tripling over five years. While the expansion of the DP World-operated Centerm port terminal to 1.5 million TEUs and federal government approval of the proposed Roberts Bank Terminal 2 (2.4 million TEUs) were major strides in adding physical capacity to the port, it is important to remain focused on gains that can also be made through digital innovation, collaboration and data sharing. Our focus as a port authority has also long been on collaborating with terminals, supply chain partners and governments to both maximize existing land use and use data and digital tools to squeeze everything we can out of infrastructure. The other two key projects we advanced are a result of this work. Connect+ became our new one-stop-shop to facilitate data exchange and develop digital innovations in collaboration with port stakeholders and governments. We launched the first stage of a new centralized scheduling system to better coordinate commercial ship traffic and improve ship turnaround times and cargo volumes. To be effective, digital and data sharing innovations need to stretch our reach beyond the docks. We invite all our partners, customers and stakeholders to join us in building the infrastructure needed — both on the ground and online — to keep cargo moving efficiently, reliably and affordably.","BodyXml":"\u003ctopic id=\"afe0ad02-6eca-4284-832b-2240110c5e3c\"\u003e\u003ctitle\u003ePeter Xotta, President and CEO, Vancouver Fraser Port Authority\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID36eb020d-dfa2-476a-a771-b031ae3ebbff\"\u003eOur focus as a port authority has also long been on collaborating with terminals, supply chain partners and governments to both maximize existing land use and use data and digital tools to squeeze everything we can out of infrastructure.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID09d29463-23da-419f-8963-b7e962fc188f\"\u003eIt was telling that out of the four key projects we advanced at the Port of Vancouver in 2023 to increase capacity and service reliability, two involve building new landmass for container terminals and two focus on digital tools and data sharing needed to get the most out of existing infrastructure.\u003c/p\u003e\u003cp ID=\"IDb424a7e4-e9f4-41c9-81a0-d39e99d4a23b\"\u003eThe Port of Vancouver is Canada’s largest port by any measure and in 2022 handled 50% of Canada’s containers by TEU. It also sits in what has become one of North America’s most land-constrained regions. Throughout 2023, the industrial land vacancy rate in Metro Vancouver hovered at under 1%, one of the lowest in North America, which contributed to average land costs tripling over five years.\u003c/p\u003e\u003cp ID=\"ID2122c109-4b25-4430-97dc-ee6cf8dcf6ff\"\u003eWhile the expansion of the DP World-operated Centerm port terminal to 1.5 million TEUs and federal government approval of the proposed Roberts Bank Terminal 2 (2.4 million TEUs) were major strides in adding physical capacity to the port, it is important to remain focused on gains that can also be made through digital innovation, collaboration and data sharing. Our focus as a port authority has also long been on collaborating with terminals, supply chain partners and governments to both maximize existing land use and use data and digital tools to squeeze everything we can out of infrastructure. The other two key projects we advanced are a result of this work.\u003c/p\u003e\u003cp ID=\"IDec9eca19-9227-490b-9c7f-e0ed2ef4680a\"\u003eConnect+ became our new one-stop-shop to facilitate data exchange and develop digital innovations in collaboration with port stakeholders and governments. We launched the first stage of a new centralized scheduling system to better coordinate commercial ship traffic and improve ship turnaround times and cargo volumes.\u003c/p\u003e\u003cp ID=\"ID4b55b022-1feb-499d-8f29-fb978421bb60\"\u003eTo be effective, digital and data sharing innovations need to stretch our reach beyond the docks. We invite all our partners, customers and stakeholders to join us in building the infrastructure needed — both on the ground and online — to keep cargo moving efficiently, reliably and affordably.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eOur focus as a port authority has also long been on collaborating with terminals, supply chain partners and governments to both maximize existing land use and use data and digital tools to squeeze everything we can out of infrastructure.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Our focus as a port authority has also long been on collaborating with terminals, supply chain partners and governments to both maximize existing land use and use data and digital tools to squeeze everything we can out of infrastructure.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"d8718bc5ddff46c6b838ee9ae6e688f88900c4872ae973b031facd93370c82dc","EmbargoDate":null,"ModDate":"1721823995727","PhoenixId":5655187,"PublishDate":"1706558997000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Peter Xotta, President and CEO, Vancouver Fraser Port Authority","TitlePlainText":"Peter Xotta, President and CEO, Vancouver Fraser Port Authority","TitleXml":"Peter Xotta, President and CEO, Vancouver Fraser Port Authority","Published":true,"Attachments":[{"FileName":"5655188_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687529_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687529","FeatureImageCopyright":"Peter Xotta, President and CEO, Vancouver Fraser Port Authority","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://portvancouver.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/peter-xotta-president-and-ceo-vancouver-fraser-port-authority-5655187","__typename":"Redirect"},{"Path":"/aro/peter-xotta-president-and-ceo-vancouver-fraser-port-authority","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5655189_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eAfter the COVID-19 pandemic, new challenges emerged such as rising geopolitical tension, global conflicts, a shift of the global supply chain, climate change, decarbonization and the expansion of AI, just to name a few. All have direct impacts on global trade, the supply chain and shipping. \u003c/p\u003e\u003cp\u003eBecause of the significant supply chain disruptions during the pandemic, a strategy of “China plus one” has been adopted by many. This shift was marked by the significant decline of Chinese exports to the US in the first half of 2023 and losing the title of top spot for the first time in 15 years. Mexico and Canada took the two top spots, respectively, amid decoupling between the world’s two biggest economies. In addition, US imports from the Association of Southeast Asian Nations reached the highest figure for the same period, doubling the region’s share of US imports over the past decade. Furthermore, Apple and other prominent OEMs are shifting some of their manufacturing capacities from China to Vietnam and India. This trend is likely to continue. \u003c/p\u003e\u003cp\u003eWill the above developments cause a modal shift in the US? By how much and how to respond? Container carriers, intermodal carriers, ports, intermediaries, shippers and logistics service providers face multi-dimensional challenges. Strategically, they need to carefully assess the magnitude of the changes in the global supply chain and trade patterns and have risk mitigation plans to deal with potential disruptions. Tactically, they should optimize capacity deployment and adjust potential realignment of alliances while identifying feasible paths to decarbonization. \u003c/p\u003e\u003cp\u003eGiven the experience of pandemic, each stakeholder plays an indispensable role in maintaining normal functioning; they need to collaborate and share information via AI technology. This way the efficiency and resilience of the supply chain can be improved and enhanced. \u003ci\u003eDisclaimer: The views expressed in this commentary are the author’s own, not representative of USMMA and Maritime Administration.\u003c/i\u003e\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"After the COVID-19 pandemic, new challenges emerged such as rising geopolitical tension, global conflicts, a shift of the global supply chain, climate change, decarbonization and the expansion of AI, just to name a few. All have direct impacts on global trade, the supply chain and shipping. Because of the significant supply chain disruptions during the pandemic, a strategy of “China plus one” has been adopted by many. This shift was marked by the significant decline of Chinese exports to the US in the first half of 2023 and losing the title of top spot for the first time in 15 years. Mexico and Canada took the two top spots, respectively, amid decoupling between the world’s two biggest economies. In addition, US imports from the Association of Southeast Asian Nations reached the highest figure for the same period, doubling the region’s share of US imports over the past decade. Furthermore, Apple and other prominent OEMs are shifting some of their manufacturing capacities from China to Vietnam and India. This trend is likely to continue. Will the above developments cause a modal shift in the US? By how much and how to respond? Container carriers, intermodal carriers, ports, intermediaries, shippers and logistics service providers face multi-dimensional challenges. Strategically, they need to carefully assess the magnitude of the changes in the global supply chain and trade patterns and have risk mitigation plans to deal with potential disruptions. Tactically, they should optimize capacity deployment and adjust potential realignment of alliances while identifying feasible paths to decarbonization. Given the experience of pandemic, each stakeholder plays an indispensable role in maintaining normal functioning; they need to collaborate and share information via AI technology. This way the efficiency and resilience of the supply chain can be improved and enhanced. Disclaimer: The views expressed in this commentary are the author’s own, not representative of USMMA and Maritime Administration.","BodyXml":"\u003ctopic id=\"eae21fa7-baed-4042-921a-964ebc983c44\"\u003e\u003ctitle\u003eChangqian Guan, Ph.D., Professor, Maritime Logistics, US Merchant Marine Academy \u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID6db00482-30b6-44f1-8d00-339465d7cb53\"\u003eStrategically, they need to carefully assess the magnitude of the changes in the global supply chain and trade patterns and have risk mitigation plans to deal with potential disruptions.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID4fb254ce-fb4d-49ef-a73e-ce6c362403d5\"\u003eAfter the COVID-19 pandemic, new challenges emerged such as rising geopolitical tension, global conflicts, a shift of the global supply chain, climate change, decarbonization and the expansion of AI, just to name a few. All have direct impacts on global trade, the supply chain and shipping. \u003c/p\u003e\u003cp ID=\"ID0c0c6bbd-1a4b-47a2-a53d-0030907c45c1\"\u003eBecause of the significant supply chain disruptions during the pandemic, a strategy of “China plus one” has been adopted by many. This shift was marked by the significant decline of Chinese exports to the US in the first half of 2023 and losing the title of top spot for the first time in 15 years. Mexico and Canada took the two top spots, respectively, amid decoupling between the world’s two biggest economies. In addition, US imports from the Association of Southeast Asian Nations reached the highest figure for the same period, doubling the region’s share of US imports over the past decade. Furthermore, Apple and other prominent OEMs are shifting some of their manufacturing capacities from China to Vietnam and India. This trend is likely to continue. \u003c/p\u003e\u003cp ID=\"ID752b02e3-a1a5-4b62-8414-07c920464db4\"\u003eWill the above developments cause a modal shift in the US? By how much and how to respond? Container carriers, intermodal carriers, ports, intermediaries, shippers and logistics service providers face multi-dimensional challenges. Strategically, they need to carefully assess the magnitude of the changes in the global supply chain and trade patterns and have risk mitigation plans to deal with potential disruptions. Tactically, they should optimize capacity deployment and adjust potential realignment of alliances while identifying feasible paths to decarbonization. \u003c/p\u003e\u003cp ID=\"ID52667de4-bc88-457d-b77e-11d68ab5f317\"\u003eGiven the experience of pandemic, each stakeholder plays an indispensable role in maintaining normal functioning; they need to collaborate and share information via AI technology. This way the efficiency and resilience of the supply chain can be improved and enhanced. \u003ci\u003eDisclaimer: The views expressed in this commentary are the author’s own, not representative of USMMA and Maritime Administration.\u003c/i\u003e\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eStrategically, they need to carefully assess the magnitude of the changes in the global supply chain and trade patterns and have risk mitigation plans to deal with potential disruptions.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Strategically, they need to carefully assess the magnitude of the changes in the global supply chain and trade patterns and have risk mitigation plans to deal with potential disruptions.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"28ca8fee84f41461d6786ac0b418e181973f77c9c8954a08b29eda3c1429ec67","EmbargoDate":null,"ModDate":"1721823996387","PhoenixId":5655189,"PublishDate":"1706558835000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Changqian Guan, Ph.D., Professor, Maritime Logistics, US Merchant Marine Academy ","TitlePlainText":"Changqian Guan, Ph.D., Professor, Maritime Logistics, US Merchant Marine Academy","TitleXml":"Changqian Guan, Ph.D., Professor, Maritime Logistics, US Merchant Marine Academy ","Published":true,"Attachments":[{"FileName":"5655190_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687527_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687527","FeatureImageCopyright":"Changqian Guan, Ph.D., Professor, Maritime Logistics, US Merchant Marine Academy","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://usmma.edu","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/changqian-guan-phd-professor-maritime-logistics-us-merchant-marine-academy-5655189","__typename":"Redirect"},{"Path":"/aro/changqian-guan-phd-professor-maritime-logistics-us-merchant-marine-academy","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5655191_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eFor the Port of New York and New Jersey, I see no issue with actual service levels for 2024. There is a surplus of longshore labor that was hired to accommodate the COVID-19 cargo spike, which we have been training for future demand. All marine terminal employers in the port have all invested in new equipment expanding their capabilities. Our Port Authority continues to invest in the surrounding infrastructure. The warehouse and chassis capacity has returned. The pendulum has swung, and the industry has had the “breather” it needed to reset itself coming off the pandemic volume spike.\u003c/p\u003e\u003cp\u003eUnfortunately, from a volume perspective, 2024 also has many more questions, local and macro, than we’ve seen in quite some time. The overall consumer demand for goods, an election year, a higher interest rate environment, rainfall in Panama, East Coast labor concerns and growing international conflict. How these play out will determine if 2024 is a boom or bust. Regardless, we can expect change. To be able to adapt to such a changing environment, a port needs to act quickly and decisively to adjust, as necessary. We have seen and met challenges before and understand the critical role of collaboration amongst the stakeholders to work together when these challenges arise. The lessons learned through the COVID-19 pandemic, our ongoing stakeholder forum, the Council on Port Performance and other sources of collaboration will continue to provide the vehicle for resolving such matters as they arise.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"For the Port of New York and New Jersey, I see no issue with actual service levels for 2024. There is a surplus of longshore labor that was hired to accommodate the COVID-19 cargo spike, which we have been training for future demand. All marine terminal employers in the port have all invested in new equipment expanding their capabilities. Our Port Authority continues to invest in the surrounding infrastructure. The warehouse and chassis capacity has returned. The pendulum has swung, and the industry has had the “breather” it needed to reset itself coming off the pandemic volume spike. Unfortunately, from a volume perspective, 2024 also has many more questions, local and macro, than we’ve seen in quite some time. The overall consumer demand for goods, an election year, a higher interest rate environment, rainfall in Panama, East Coast labor concerns and growing international conflict. How these play out will determine if 2024 is a boom or bust. Regardless, we can expect change. To be able to adapt to such a changing environment, a port needs to act quickly and decisively to adjust, as necessary. We have seen and met challenges before and understand the critical role of collaboration amongst the stakeholders to work together when these challenges arise. The lessons learned through the COVID-19 pandemic, our ongoing stakeholder forum, the Council on Port Performance and other sources of collaboration will continue to provide the vehicle for resolving such matters as they arise.","BodyXml":"\u003ctopic id=\"62b03096-660a-4e6d-8076-fcac6f96a833\"\u003e\u003ctitle\u003eJohn Nardi, President, Shipping Association of New York and New Jersey (SANYNJ)\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"IDd9cd05bf-4606-4525-afba-d6f6766c147a\"\u003eUnfortunately, from a volume perspective, 2024 also has many more questions, local and macro, than we’ve seen in quite some time.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"IDf61117a4-e052-4a59-9474-d8091fb7149b\"\u003eFor the Port of New York and New Jersey, I see no issue with actual service levels for 2024. There is a surplus of longshore labor that was hired to accommodate the COVID-19 cargo spike, which we have been training for future demand. All marine terminal employers in the port have all invested in new equipment expanding their capabilities. Our Port Authority continues to invest in the surrounding infrastructure. The warehouse and chassis capacity has returned. The pendulum has swung, and the industry has had the “breather” it needed to reset itself coming off the pandemic volume spike.\u003c/p\u003e\u003cp ID=\"IDc94474e3-18ef-43fd-b342-8cc76a130727\"\u003eUnfortunately, from a volume perspective, 2024 also has many more questions, local and macro, than we’ve seen in quite some time. The overall consumer demand for goods, an election year, a higher interest rate environment, rainfall in Panama, East Coast labor concerns and growing international conflict. How these play out will determine if 2024 is a boom or bust. Regardless, we can expect change. To be able to adapt to such a changing environment, a port needs to act quickly and decisively to adjust, as necessary. We have seen and met challenges before and understand the critical role of collaboration amongst the stakeholders to work together when these challenges arise. The lessons learned through the COVID-19 pandemic, our ongoing stakeholder forum, the Council on Port Performance and other sources of collaboration will continue to provide the vehicle for resolving such matters as they arise.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eUnfortunately, from a volume perspective, 2024 also has many more questions, local and macro, than we’ve seen in quite some time.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Unfortunately, from a volume perspective, 2024 also has many more questions, local and macro, than we’ve seen in quite some time.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"3e8b8d82ec768549b9e17b7aaad8b635e266672bf0e8477ad68778a6c1cbc149","EmbargoDate":null,"ModDate":"1721823994860","PhoenixId":5655191,"PublishDate":"1706558680000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"John Nardi, President, Shipping Association of New York and New Jersey (SANYNJ)","TitlePlainText":"John Nardi, President, Shipping Association of New York and New Jersey (SANYNJ)","TitleXml":"John Nardi, President, Shipping Association of New York and New Jersey (SANYNJ)","Published":true,"Attachments":[{"FileName":"5655192_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687526_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687526","FeatureImageCopyright":"John Nardi, President, Shipping Association of New York and New Jersey (SANYNJ)","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://nysanet.org","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/john-nardi-president-shipping-association-of-new-york-and-new-jersey-sanynj-5655191","__typename":"Redirect"},{"Path":"/aro/john-nardi-president-shipping-association-new-york-and-new-jersey-sanynj","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5655193_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eFrom our perspective at the Seamen’s Church Institute, we identify one of the challenges looming in 2024 as being primarily centered around the “human element.” While the Maritime Labor Convention, 2006, is being refined to better address the professional and humanitarian needs of seafarers, labor-related concerns persist. \u003c/p\u003e\u003cp\u003eThe task at hand is to recruit and retain highly competent, dedicated seafarers, individuals committed to pursuing long-lasting careers in the maritime industry. The research we are seeing on our end underscores the connection between seafarers’ well-being and various positive outcomes, including reduced accidents and injuries, enhanced job performance and a higher likelihood of remaining in the profession. This, in turn, contributes to the development of a seasoned and proficient maritime workforce.\u003c/p\u003e\u003cp\u003eAddressing this multifaceted challenge involves confronting such issues as seafarer abandonment, ensuring the provision of well-balanced onboard nutrition, facilitating internet access and connectivity to uphold vital personal connections, placing a strong emphasis on mental health and well-being, and taking decisive action against the problems associated with sexual assault and harassment at sea, among other concerns.\u003c/p\u003e\u003cp\u003eGiven the inherent difficulties and perils faced by seafarers, it is of utmost importance that they are reassured they are joining teams that not only offer support but also treat them with respect and dignity. While considerable progress has been made, the year 2024 will require the continuing implementation of measures to firmly establish seafaring as a secure and sustainable career path for seafarers.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"From our perspective at the Seamen’s Church Institute, we identify one of the challenges looming in 2024 as being primarily centered around the “human element.” While the Maritime Labor Convention, 2006, is being refined to better address the professional and humanitarian needs of seafarers, labor-related concerns persist. The task at hand is to recruit and retain highly competent, dedicated seafarers, individuals committed to pursuing long-lasting careers in the maritime industry. The research we are seeing on our end underscores the connection between seafarers’ well-being and various positive outcomes, including reduced accidents and injuries, enhanced job performance and a higher likelihood of remaining in the profession. This, in turn, contributes to the development of a seasoned and proficient maritime workforce. Addressing this multifaceted challenge involves confronting such issues as seafarer abandonment, ensuring the provision of well-balanced onboard nutrition, facilitating internet access and connectivity to uphold vital personal connections, placing a strong emphasis on mental health and well-being, and taking decisive action against the problems associated with sexual assault and harassment at sea, among other concerns. Given the inherent difficulties and perils faced by seafarers, it is of utmost importance that they are reassured they are joining teams that not only offer support but also treat them with respect and dignity. While considerable progress has been made, the year 2024 will require the continuing implementation of measures to firmly establish seafaring as a secure and sustainable career path for seafarers.","BodyXml":"\u003ctopic id=\"117c7992-7a44-4629-abfe-3cb9fe7a787d\"\u003e\u003ctitle\u003eRev. Mark S. Nestlehutt, President and Executive Director, Seamen’s Church Institute (USA)\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID778435d7-4e1c-4955-a4c2-bf49d5bd54ec\"\u003eGiven the inherent difficulties and perils faced by seafarers, it is of utmost importance that they are reassured they are joining teams that not only offer support but also treat them with respect and dignity.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"IDa59bf9bd-7ab4-4725-a789-d947a57115d9\"\u003eFrom our perspective at the Seamen’s Church Institute, we identify one of the challenges looming in 2024 as being primarily centered around the “human element.” While the Maritime Labor Convention, 2006, is being refined to better address the professional and humanitarian needs of seafarers, labor-related concerns persist. \u003c/p\u003e\u003cp ID=\"IDe38dc6bc-ba97-4bf2-9ce5-d4ffa753496c\"\u003eThe task at hand is to recruit and retain highly competent, dedicated seafarers, individuals committed to pursuing long-lasting careers in the maritime industry. The research we are seeing on our end underscores the connection between seafarers’ well-being and various positive outcomes, including reduced accidents and injuries, enhanced job performance and a higher likelihood of remaining in the profession. This, in turn, contributes to the development of a seasoned and proficient maritime workforce.\u003c/p\u003e\u003cp ID=\"ID29185a21-7f4c-43ad-af53-6116a8af3252\"\u003eAddressing this multifaceted challenge involves confronting such issues as seafarer abandonment, ensuring the provision of well-balanced onboard nutrition, facilitating internet access and connectivity to uphold vital personal connections, placing a strong emphasis on mental health and well-being, and taking decisive action against the problems associated with sexual assault and harassment at sea, among other concerns.\u003c/p\u003e\u003cp ID=\"ID3c15e2a2-aaab-4c1e-a6a9-972a53799c5a\"\u003eGiven the inherent difficulties and perils faced by seafarers, it is of utmost importance that they are reassured they are joining teams that not only offer support but also treat them with respect and dignity. While considerable progress has been made, the year 2024 will require the continuing implementation of measures to firmly establish seafaring as a secure and sustainable career path for seafarers.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eGiven the inherent difficulties and perils faced by seafarers, it is of utmost importance that they are reassured they are joining teams that not only offer support but also treat them with respect and dignity.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Given the inherent difficulties and perils faced by seafarers, it is of utmost importance that they are reassured they are joining teams that not only offer support but also treat them with respect and dignity.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"8decc55e1f5e6503a995cfed351a8c3a352f885856ff86479c48a15b18bd2aed","EmbargoDate":null,"ModDate":"1721824001793","PhoenixId":5655193,"PublishDate":"1706558526000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Rev. Mark S. Nestlehutt, President and Executive Director, Seamen’s Church Institute (USA)","TitlePlainText":"Rev. Mark S. Nestlehutt, President and Executive Director, Seamen’s Church Institute (USA)","TitleXml":"Rev. Mark S. Nestlehutt, President and Executive Director, Seamen’s Church Institute (USA)","Published":true,"Attachments":[{"FileName":"5655194_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687525_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687525","FeatureImageCopyright":"Rev. Mark S. Nestlehutt, President and Executive Director, Seamen’s Church Institute (USA)","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://seamenschurch.org","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/rev-mark-s-nestlehutt-president-and-executive-director-seamens-church-institute-usa-5655193","__typename":"Redirect"},{"Path":"/aro/rev-mark-s-nestlehutt-president-and-executive-director-seamens-church-institute-usa","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5655195_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eThe container shipping industry is poised to face challenges in the coming year. From a container and industry perspective, this is due to an imbalance between supply and demand as a key driver for both shippers and ocean service providers. These oversupplied conditions are expected to persist for the next three to four years, primarily driven by the influx of newly ordered vessels entering the market. Next year will be a critical year to watch, as it will mark the first full year of operations for these newly delivered vessels, particularly in major east–west trade routes.\u003c/p\u003e\u003cp\u003eVolume demand is anticipated to return to more typical seasonal cycles, and the capacity of supply and equipment will likely be more than sufficient to support any seasonal spikes. This presents challenges for vessel operators, who may need to employ strategies such as blank or canceled sailings, slow-steaming and service withdrawals. These measures would necessitate the laying-up or anchoring of vessels to manage capacity effectively.\u003c/p\u003e\u003cp\u003eGiven the anticipated fluctuations in supply by vessel operators and ocean carriers, non-vessel-operating common carriers (NVOs) and forwarders will play a crucial role. They will need to provide timely support in securing space, particularly when a given week’s supply may be lacking from certain origin ports, especially non-direct-called origin ports. Additionally, they will need to offer cost-competitive solutions in a market where supply outstrips demand, ultimately facilitating lower costs for transporting containerized cargo from Asia to North America.\u003c/p\u003e\u003cp\u003eWhile there are concerns about draft and capacity limitations at the Panama Canal and potential closures or delays at the Suez Canal due to geopolitical conflicts, their impact on containerized vessels is expected to be minimal. However, these concerns may influence progress in renewing the pending International Longshoremen’s Association labor agreement, set to expire in September 2024.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"The container shipping industry is poised to face challenges in the coming year. From a container and industry perspective, this is due to an imbalance between supply and demand as a key driver for both shippers and ocean service providers. These oversupplied conditions are expected to persist for the next three to four years, primarily driven by the influx of newly ordered vessels entering the market. Next year will be a critical year to watch, as it will mark the first full year of operations for these newly delivered vessels, particularly in major east–west trade routes. Volume demand is anticipated to return to more typical seasonal cycles, and the capacity of supply and equipment will likely be more than sufficient to support any seasonal spikes. This presents challenges for vessel operators, who may need to employ strategies such as blank or canceled sailings, slow-steaming and service withdrawals. These measures would necessitate the laying-up or anchoring of vessels to manage capacity effectively. Given the anticipated fluctuations in supply by vessel operators and ocean carriers, non-vessel-operating common carriers (NVOs) and forwarders will play a crucial role. They will need to provide timely support in securing space, particularly when a given week’s supply may be lacking from certain origin ports, especially non-direct-called origin ports. Additionally, they will need to offer cost-competitive solutions in a market where supply outstrips demand, ultimately facilitating lower costs for transporting containerized cargo from Asia to North America. While there are concerns about draft and capacity limitations at the Panama Canal and potential closures or delays at the Suez Canal due to geopolitical conflicts, their impact on containerized vessels is expected to be minimal. However, these concerns may influence progress in renewing the pending International Longshoremen’s Association labor agreement, set to expire in September 2024.","BodyXml":"\u003ctopic id=\"b6a085dc-13c9-4668-90ba-8eb00557a287\"\u003e\u003ctitle\u003eChristian Sur, Executive Vice President, Unique Logistics\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID9139a3c9-a17c-4e4e-9b2e-990d3e7c7cc5\"\u003eNext year will be a critical year to watch, as it will mark the first full year of operations for these newly delivered vessels, particularly in major east–west trade routes.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID2e2ab15f-10fd-47d0-b69e-346ed07fdc93\"\u003eThe container shipping industry is poised to face challenges in the coming year. From a container and industry perspective, this is due to an imbalance between supply and demand as a key driver for both shippers and ocean service providers. These oversupplied conditions are expected to persist for the next three to four years, primarily driven by the influx of newly ordered vessels entering the market. Next year will be a critical year to watch, as it will mark the first full year of operations for these newly delivered vessels, particularly in major east–west trade routes.\u003c/p\u003e\u003cp ID=\"ID0232b643-5cfe-4f79-bf76-49e9caa3b7d9\"\u003eVolume demand is anticipated to return to more typical seasonal cycles, and the capacity of supply and equipment will likely be more than sufficient to support any seasonal spikes. This presents challenges for vessel operators, who may need to employ strategies such as blank or canceled sailings, slow-steaming and service withdrawals. These measures would necessitate the laying-up or anchoring of vessels to manage capacity effectively.\u003c/p\u003e\u003cp ID=\"ID9a603de3-3006-414c-8846-5463b5bac64d\"\u003eGiven the anticipated fluctuations in supply by vessel operators and ocean carriers, non-vessel-operating common carriers (NVOs) and forwarders will play a crucial role. They will need to provide timely support in securing space, particularly when a given week’s supply may be lacking from certain origin ports, especially non-direct-called origin ports. Additionally, they will need to offer cost-competitive solutions in a market where supply outstrips demand, ultimately facilitating lower costs for transporting containerized cargo from Asia to North America.\u003c/p\u003e\u003cp ID=\"IDf00f1225-f9ee-40af-9fea-2171d45fd50f\"\u003eWhile there are concerns about draft and capacity limitations at the Panama Canal and potential closures or delays at the Suez Canal due to geopolitical conflicts, their impact on containerized vessels is expected to be minimal. However, these concerns may influence progress in renewing the pending International Longshoremen’s Association labor agreement, set to expire in September 2024.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eNext year will be a critical year to watch, as it will mark the first full year of operations for these newly delivered vessels, particularly in major east–west trade routes.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Next year will be a critical year to watch, as it will mark the first full year of operations for these newly delivered vessels, particularly in major east–west trade routes.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"3b5907882ffd21eaac1a6e5d6e7b586a667f079dc77e7a321245b25e704f2c77","EmbargoDate":null,"ModDate":"1721824002627","PhoenixId":5655195,"PublishDate":"1706558410000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Christian Sur, Executive Vice President, Unique Logistics","TitlePlainText":"Christian Sur, Executive Vice President, Unique Logistics","TitleXml":"Christian Sur, Executive Vice President, Unique Logistics","Published":true,"Attachments":[{"FileName":"5655196_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687524_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687524","FeatureImageCopyright":"Christian Sur, Executive Vice President, Unique Logistics","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://unique-usa.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/christian-sur-executive-vice-president-unique-logistics-5655195","__typename":"Redirect"},{"Path":"/aro/christian-sur-executive-vice-president-unique-logistics","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5655197_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eIn the multipurpose vessel (MPV) and breakbulk sector, 2023 was a good year but remained below expectations. The delay of various projects and the non-appearance of the expected surge in demand for cargo space from the wind power sector — as well as the low activity in the minor bulk markets — have blurred the results. In the second half of the year, we monitored an increase of activity on the vessel newbuildings side, but the orderbook remains small and the pace of the inevitable transition to a green and modern fleet remains fairly slow.\u003c/p\u003e\u003cp\u003eThe economic environment for energy and infrastructure projects is becoming more and more difficult. With interest rates now above inflation rates, the economic viability of many large projects is questionable. This may have a direct impact on the future demand for MPV tonnage. There are high political targets for the renewables sector in many countries. Whether these targets can be met depends on the economics of the single projects as well as the ability of the supply chain to deliver.\u003c/p\u003e\u003cp\u003eThe positive outlook and the increasing activity from the oil and gas sector will help to mitigate the effects of uncertainties and probable delays from the renewables sector, but it is unclear whether this will stabilize freight rates.\u003c/p\u003e\u003cp\u003eWe can be sure that for the MPV sector, 2024 will be much more exciting than 2023, and we’re looking forward to seeing what strategies market stakeholders develop to deal with the upcoming challenges.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"In the multipurpose vessel (MPV) and breakbulk sector, 2023 was a good year but remained below expectations. The delay of various projects and the non-appearance of the expected surge in demand for cargo space from the wind power sector — as well as the low activity in the minor bulk markets — have blurred the results. In the second half of the year, we monitored an increase of activity on the vessel newbuildings side, but the orderbook remains small and the pace of the inevitable transition to a green and modern fleet remains fairly slow. The economic environment for energy and infrastructure projects is becoming more and more difficult. With interest rates now above inflation rates, the economic viability of many large projects is questionable. This may have a direct impact on the future demand for MPV tonnage. There are high political targets for the renewables sector in many countries. Whether these targets can be met depends on the economics of the single projects as well as the ability of the supply chain to deliver. The positive outlook and the increasing activity from the oil and gas sector will help to mitigate the effects of uncertainties and probable delays from the renewables sector, but it is unclear whether this will stabilize freight rates. We can be sure that for the MPV sector, 2024 will be much more exciting than 2023, and we’re looking forward to seeing what strategies market stakeholders develop to deal with the upcoming challenges.","BodyXml":"\u003ctopic id=\"9278e4d5-572b-471d-b1ed-5a3bb1debcd7\"\u003e\u003ctitle\u003eYorck Niclas Prehm, Head of Research, Toepfer Transport GmBH \u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID75070060-8764-4a05-9873-5addcc18f36b\"\u003eWith interest rates now above inflation rates, the economic viability of many large projects is questionable.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID337ddeb4-2cea-4a9f-a8ac-c37d8fc7e43a\"\u003eIn the multipurpose vessel (MPV) and breakbulk sector, 2023 was a good year but remained below expectations. The delay of various projects and the non-appearance of the expected surge in demand for cargo space from the wind power sector — as well as the low activity in the minor bulk markets — have blurred the results. In the second half of the year, we monitored an increase of activity on the vessel newbuildings side, but the orderbook remains small and the pace of the inevitable transition to a green and modern fleet remains fairly slow.\u003c/p\u003e\u003cp ID=\"ID2470c58e-7945-4fdc-beba-d9f9cbd5b0d6\"\u003eThe economic environment for energy and infrastructure projects is becoming more and more difficult. With interest rates now above inflation rates, the economic viability of many large projects is questionable. This may have a direct impact on the future demand for MPV tonnage. There are high political targets for the renewables sector in many countries. Whether these targets can be met depends on the economics of the single projects as well as the ability of the supply chain to deliver.\u003c/p\u003e\u003cp ID=\"ID5b482bed-8a95-411e-b786-30bafaf22823\"\u003eThe positive outlook and the increasing activity from the oil and gas sector will help to mitigate the effects of uncertainties and probable delays from the renewables sector, but it is unclear whether this will stabilize freight rates.\u003c/p\u003e\u003cp ID=\"IDf793da99-721d-463d-a3f7-ddb32c7b3e55\"\u003eWe can be sure that for the MPV sector, 2024 will be much more exciting than 2023, and we’re looking forward to seeing what strategies market stakeholders develop to deal with the upcoming challenges.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eWith interest rates now above inflation rates, the economic viability of many large projects is questionable.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"With interest rates now above inflation rates, the economic viability of many large projects is questionable.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"c7f8436e186c91c33851c8e1e6426eea4ffc1176b67b08a6f7d4338818fe05e6","EmbargoDate":null,"ModDate":"1721824003643","PhoenixId":5655197,"PublishDate":"1706558291000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Yorck Niclas Prehm, Head of Research, Toepfer Transport GmBH ","TitlePlainText":"Yorck Niclas Prehm, Head of Research, Toepfer Transport GmBH","TitleXml":"Yorck Niclas Prehm, Head of Research, Toepfer Transport GmBH ","Published":true,"Attachments":[{"FileName":"5655198_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687523_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687523","FeatureImageCopyright":"Yorck Niclas Prehm, Head of Research, Toepfer Transport GmBH","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://toepfer-transport.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/yorck-niclas-prehm-head-of-research-toepfer-transport-gmbh-5655197","__typename":"Redirect"},{"Path":"/aro/yorck-niclas-prehm-head-research-toepfer-transport-gmbh-0","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658293_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eThe past few years have brought tremendous swings, challenges and opportunities in the global supply chain. From the unprecedented import boom that tested capacity during the pandemic to this past year’s economic downturn that impacted port volumes around the US, we have all certainly been kept on our toes.\u003c/p\u003e\u003cp\u003eIn 2023, we saw more tepid volumes overall, but bright spots in certain business segments. We anticipate that 2024 will see an uptick in consumer spending and growth in cargo volumes once again as we hopefully see more normalized patterns.\u003c/p\u003e\u003cp\u003eWe are encouraged by the continued growth in the Southeast. Billions of new investment dollars are pouring into new manufacturing facilities and retail distribution centers. The Southeast population is booming, and as people buy more goods and make new products, it drives import and export growth in the region.\u003c/p\u003e\u003cp\u003eWhile we are all facing some uncertainty, we remain focused on realizing critical infrastructure projects; these efforts cannot be knocked off track by short-term trends. At South Carolina Ports, we are expanding our port capacity, inland port network and rail capabilities. By building near-port rail terminal capacity at the Port of Charleston, both CSX and Norfolk Southern will soon serve a new intermodal cargo yard, further speeding goods to market.\u003c/p\u003e\u003cp\u003eWe cannot be distracted by short-term economic trends, but rather, we must remain focused on our long-term strategies of maintaining operational excellence, ensuring capacity for the future and providing reliable service for our customers. This all comes down to the people who keep freight moving. By wildly caring for and supporting our teammates, we will continue to grow above market.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"The past few years have brought tremendous swings, challenges and opportunities in the global supply chain. From the unprecedented import boom that tested capacity during the pandemic to this past year’s economic downturn that impacted port volumes around the US, we have all certainly been kept on our toes. In 2023, we saw more tepid volumes overall, but bright spots in certain business segments. We anticipate that 2024 will see an uptick in consumer spending and growth in cargo volumes once again as we hopefully see more normalized patterns. We are encouraged by the continued growth in the Southeast. Billions of new investment dollars are pouring into new manufacturing facilities and retail distribution centers. The Southeast population is booming, and as people buy more goods and make new products, it drives import and export growth in the region. While we are all facing some uncertainty, we remain focused on realizing critical infrastructure projects; these efforts cannot be knocked off track by short-term trends. At South Carolina Ports, we are expanding our port capacity, inland port network and rail capabilities. By building near-port rail terminal capacity at the Port of Charleston, both CSX and Norfolk Southern will soon serve a new intermodal cargo yard, further speeding goods to market. We cannot be distracted by short-term economic trends, but rather, we must remain focused on our long-term strategies of maintaining operational excellence, ensuring capacity for the future and providing reliable service for our customers. This all comes down to the people who keep freight moving. By wildly caring for and supporting our teammates, we will continue to grow above market.","BodyXml":"\u003ctopic id=\"ba8585d0-09fe-4809-92e9-ba2707a5b041\"\u003e\u003ctitle\u003eBarbara Melvin, President and CEO, South Carolina Ports Authority (SC Ports)\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID42b474e1-dc02-4148-af42-df1e00a6f89a\"\u003eWhile we are all facing some uncertainty, we remain focused on realizing critical infrastructure projects; these efforts cannot be knocked off track by short-term trends.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID7e115970-bce7-448d-a270-c8b12d61d89f\"\u003eThe past few years have brought tremendous swings, challenges and opportunities in the global supply chain. From the unprecedented import boom that tested capacity during the pandemic to this past year’s economic downturn that impacted port volumes around the US, we have all certainly been kept on our toes.\u003c/p\u003e\u003cp ID=\"IDf524f305-6cdb-43c2-9f99-7f0ac7f1deee\"\u003eIn 2023, we saw more tepid volumes overall, but bright spots in certain business segments. We anticipate that 2024 will see an uptick in consumer spending and growth in cargo volumes once again as we hopefully see more normalized patterns.\u003c/p\u003e\u003cp ID=\"ID216076aa-ef40-4de1-9142-6cc0fed8c1bf\"\u003eWe are encouraged by the continued growth in the Southeast. Billions of new investment dollars are pouring into new manufacturing facilities and retail distribution centers. The Southeast population is booming, and as people buy more goods and make new products, it drives import and export growth in the region.\u003c/p\u003e\u003cp ID=\"IDda0d6797-bf16-4e7c-a1d4-97dc493ac1cc\"\u003eWhile we are all facing some uncertainty, we remain focused on realizing critical infrastructure projects; these efforts cannot be knocked off track by short-term trends. At South Carolina Ports, we are expanding our port capacity, inland port network and rail capabilities. By building near-port rail terminal capacity at the Port of Charleston, both CSX and Norfolk Southern will soon serve a new intermodal cargo yard, further speeding goods to market.\u003c/p\u003e\u003cp ID=\"ID96b602dc-08ee-40bf-b867-5e5754bb1a0d\"\u003eWe cannot be distracted by short-term economic trends, but rather, we must remain focused on our long-term strategies of maintaining operational excellence, ensuring capacity for the future and providing reliable service for our customers. This all comes down to the people who keep freight moving. By wildly caring for and supporting our teammates, we will continue to grow above market.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eWhile we are all facing some uncertainty, we remain focused on realizing critical infrastructure projects; these efforts cannot be knocked off track by short-term trends.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"While we are all facing some uncertainty, we remain focused on realizing critical infrastructure projects; these efforts cannot be knocked off track by short-term trends.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"e1585172507caaddf8f9f13f997fa1a993e3490bedcc499829984c9841b2bae9","EmbargoDate":null,"ModDate":"1721826695370","PhoenixId":5658293,"PublishDate":"1706558132000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Barbara Melvin, President and CEO, South Carolina Ports Authority (SC Ports)","TitlePlainText":"Barbara Melvin, President and CEO, South Carolina Ports Authority (SC Ports)","TitleXml":"Barbara Melvin, President and CEO, South Carolina Ports Authority (SC Ports)","Published":true,"Attachments":[{"FileName":"5658294_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687522_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687522","FeatureImageCopyright":"Barbara Melvin, President and CEO, South Carolina Ports Authority (SC Ports)","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://scspa.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/barbara-melvin-president-and-ceo-south-carolina-ports-authority-sc-ports-5658293","__typename":"Redirect"},{"Path":"/aro/barbara-melvin-president-and-ceo-south-carolina-ports-authority-sc-ports","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658295_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eThe primary challenge confronting the transportation industry will be a significant shortage of skilled professionals. This concern aligns with our discussions in this forum last year. However, presently, numerous client companies and industry partners are grappling with extended periods of unfilled positions.\u003c/p\u003e\u003cp\u003eSeveral US ports face vacancy rates ranging from 13% to 17%. The pool of active job seekers, particularly those possessing specialized skills and degrees, has dwindled. In the past, job postings would draw hundreds of applicants, but we’re now observing only a fraction of that number due to a remarkably low unemployment rate of 3.8%.\u003c/p\u003e\u003cp\u003eInfrastructure investment at US ports has reached unprecedented levels, leading to a heightened demand for civil engineers at both staff and leadership levels. Private sector engineering firms offer competitive pay and frequently provide remote work options. This poses a challenge for those seeking to transition to the public sector, where in-office requirements are more prevalent. We’re now starting to see improvements in public sector salaries, reflecting the understanding that crucial roles necessitate positive changes in compensation offerings.\u003c/p\u003e\u003cp\u003eThese challenges underscore the ongoing need for proactive recruitment strategies to effectively engage passive candidates. Swift and efficient processes are crucial, enabling prompt action upon identifying promising candidates. Contemporary hiring processes may involve fewer candidates than before, so delaying decisions until a larger pool emerges can be detrimental to employers, hindering their ability to secure top-quality hires.\u003c/p\u003e\u003cp\u003eGiven current employment conditions, a promising trend we've observed is the rise in internal senior-level promotions. Our port clients are taking a proactive approach to succession planning, recognizing and rewarding high achievers. This strategy has proven beneficial in filling leadership positions, especially amidst retirements, reorganizations and unexpected vacancies. External hires are still key to filling resulting vacancies.\u003c/p\u003e\u003cp\u003eCandidates consistently seek exceptional organizations. While salary and hybrid work options are crucial factors in recruitment, the challenge of the job, strong leadership and a positive organizational culture remain pivotal in attracting and retaining outstanding employees.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"The primary challenge confronting the transportation industry will be a significant shortage of skilled professionals. This concern aligns with our discussions in this forum last year. However, presently, numerous client companies and industry partners are grappling with extended periods of unfilled positions. Several US ports face vacancy rates ranging from 13% to 17%. The pool of active job seekers, particularly those possessing specialized skills and degrees, has dwindled. In the past, job postings would draw hundreds of applicants, but we’re now observing only a fraction of that number due to a remarkably low unemployment rate of 3.8%. Infrastructure investment at US ports has reached unprecedented levels, leading to a heightened demand for civil engineers at both staff and leadership levels. Private sector engineering firms offer competitive pay and frequently provide remote work options. This poses a challenge for those seeking to transition to the public sector, where in-office requirements are more prevalent. We’re now starting to see improvements in public sector salaries, reflecting the understanding that crucial roles necessitate positive changes in compensation offerings. These challenges underscore the ongoing need for proactive recruitment strategies to effectively engage passive candidates. Swift and efficient processes are crucial, enabling prompt action upon identifying promising candidates. Contemporary hiring processes may involve fewer candidates than before, so delaying decisions until a larger pool emerges can be detrimental to employers, hindering their ability to secure top-quality hires. Given current employment conditions, a promising trend we've observed is the rise in internal senior-level promotions. Our port clients are taking a proactive approach to succession planning, recognizing and rewarding high achievers. This strategy has proven beneficial in filling leadership positions, especially amidst retirements, reorganizations and unexpected vacancies. External hires are still key to filling resulting vacancies. Candidates consistently seek exceptional organizations. While salary and hybrid work options are crucial factors in recruitment, the challenge of the job, strong leadership and a positive organizational culture remain pivotal in attracting and retaining outstanding employees.","BodyXml":"\u003ctopic id=\"3c8aaeea-ca5b-4762-a5e5-80c70f1cdcfe\"\u003e\u003ctitle\u003eSusan Shey Dvonch, Managing Partner, Shey-Harding Executive Search\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"IDd65da415-2236-4ef2-8733-5f635630c471\"\u003eWhile salary and hybrid work options are crucial factors in recruitment, the challenge of the job, strong leadership and a positive organizational culture remain pivotal in attracting and retaining outstanding employees.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"IDb2ef3711-3d53-427a-b7d9-09d9d8c42620\"\u003eThe primary challenge confronting the transportation industry will be a significant shortage of skilled professionals. This concern aligns with our discussions in this forum last year. However, presently, numerous client companies and industry partners are grappling with extended periods of unfilled positions.\u003c/p\u003e\u003cp ID=\"IDc164ee05-59d9-4291-98f7-6c1211a4ef29\"\u003eSeveral US ports face vacancy rates ranging from 13% to 17%. The pool of active job seekers, particularly those possessing specialized skills and degrees, has dwindled. In the past, job postings would draw hundreds of applicants, but we’re now observing only a fraction of that number due to a remarkably low unemployment rate of 3.8%.\u003c/p\u003e\u003cp ID=\"IDf6592f36-0fc9-4acb-a024-6b60274b5df0\"\u003eInfrastructure investment at US ports has reached unprecedented levels, leading to a heightened demand for civil engineers at both staff and leadership levels. Private sector engineering firms offer competitive pay and frequently provide remote work options. This poses a challenge for those seeking to transition to the public sector, where in-office requirements are more prevalent. We’re now starting to see improvements in public sector salaries, reflecting the understanding that crucial roles necessitate positive changes in compensation offerings.\u003c/p\u003e\u003cp ID=\"IDb8c6bed0-2eda-4032-9a9c-20353a821df4\"\u003eThese challenges underscore the ongoing need for proactive recruitment strategies to effectively engage passive candidates. Swift and efficient processes are crucial, enabling prompt action upon identifying promising candidates. Contemporary hiring processes may involve fewer candidates than before, so delaying decisions until a larger pool emerges can be detrimental to employers, hindering their ability to secure top-quality hires.\u003c/p\u003e\u003cp ID=\"ID22d2e0b0-d42c-430c-8f5e-cccae0329dc5\"\u003eGiven current employment conditions, a promising trend we've observed is the rise in internal senior-level promotions. Our port clients are taking a proactive approach to succession planning, recognizing and rewarding high achievers. This strategy has proven beneficial in filling leadership positions, especially amidst retirements, reorganizations and unexpected vacancies. External hires are still key to filling resulting vacancies.\u003c/p\u003e\u003cp ID=\"ID2f535513-6435-4f96-bfd9-47de9800ce2a\"\u003eCandidates consistently seek exceptional organizations. While salary and hybrid work options are crucial factors in recruitment, the challenge of the job, strong leadership and a positive organizational culture remain pivotal in attracting and retaining outstanding employees.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eWhile salary and hybrid work options are crucial factors in recruitment, the challenge of the job, strong leadership and a positive organizational culture remain pivotal in attracting and retaining outstanding employees.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"While salary and hybrid work options are crucial factors in recruitment, the challenge of the job, strong leadership and a positive organizational culture remain pivotal in attracting and retaining outstanding employees.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"0807b5d42c141cb5552af078b9b8591fd584e8ad1fb17a98182fe144816456b4","EmbargoDate":null,"ModDate":"1721826703920","PhoenixId":5658295,"PublishDate":"1706557724000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Susan Shey Dvonch, Managing Partner, Shey-Harding Executive Search","TitlePlainText":"Susan Shey Dvonch, Managing Partner, Shey-Harding Executive Search","TitleXml":"Susan Shey Dvonch, Managing Partner, Shey-Harding Executive Search","Published":true,"Attachments":[{"FileName":"5658296_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687520_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687520","FeatureImageCopyright":"Susan Shey Dvonch, Managing Partner, Shey-Harding Executive Search","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://shey-harding.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/susan-shey-dvonch-managing-partner-shey-harding-executive-search-5658295","__typename":"Redirect"},{"Path":"/aro/susan-shey-dvonch-managing-partner-shey-harding-executive-search-1","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658297_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eThe maritime industry has faced the reality of volumes returning to pre-pandemic levels, and we as an industry are presented with the ideal opportunity to introduce a call to action. As Ports America continues on its path to develop a broad range of supply chain solutions for its customers and partners that expand beyond the marine terminals, I am reminded how critical the supply chain is to the broader economy. The COVID-19 pandemic revealed the limitations of the supply chain, and the fact that the demand cycle has changed since the pandemic has subsided does not change the fact that there are several challenges this country must address to mitigate future risk to our national and economic security. \u003c/p\u003e\u003cp\u003eWhile Ports America expands its presence with additional services and investments in infrastructure, I am excited about the opportunities that lie ahead but also am cognizant that private industry alone cannot correct the fundamental challenges realized during the pandemic. My call to action is for the key players in our industry to unite and support a national container logistics strategy that develops a demand-driven infrastructure plan with a long term outlook. We cannot simply continue to handle all the expected growth through the existing top six to seven containers gateways and expect to deliver cargo to the customer’s door efficiently. If a strategy is not developed to improve the overall national supply chain and utilize additional container terminal facilities located strategically throughout the country, the future container growth will remain concentrated into the same traditional gateways, resulting in diminished resiliency during the next crisis. \u003c/p\u003e\u003cp\u003eI would like to challenge my colleagues to advance this dialogue with our elected officials to ensure we are taking the appropriate actions to create the most efficient and resilient supply chain to protect our national growth and security.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"The maritime industry has faced the reality of volumes returning to pre-pandemic levels, and we as an industry are presented with the ideal opportunity to introduce a call to action. As Ports America continues on its path to develop a broad range of supply chain solutions for its customers and partners that expand beyond the marine terminals, I am reminded how critical the supply chain is to the broader economy. The COVID-19 pandemic revealed the limitations of the supply chain, and the fact that the demand cycle has changed since the pandemic has subsided does not change the fact that there are several challenges this country must address to mitigate future risk to our national and economic security. While Ports America expands its presence with additional services and investments in infrastructure, I am excited about the opportunities that lie ahead but also am cognizant that private industry alone cannot correct the fundamental challenges realized during the pandemic. My call to action is for the key players in our industry to unite and support a national container logistics strategy that develops a demand-driven infrastructure plan with a long term outlook. We cannot simply continue to handle all the expected growth through the existing top six to seven containers gateways and expect to deliver cargo to the customer’s door efficiently. If a strategy is not developed to improve the overall national supply chain and utilize additional container terminal facilities located strategically throughout the country, the future container growth will remain concentrated into the same traditional gateways, resulting in diminished resiliency during the next crisis. I would like to challenge my colleagues to advance this dialogue with our elected officials to ensure we are taking the appropriate actions to create the most efficient and resilient supply chain to protect our national growth and security.","BodyXml":"\u003ctopic id=\"1afbf9e3-edab-471e-90d3-4285abedb681\"\u003e\u003ctitle\u003eMatthew Leech, President and CEO, Ports America\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID527751b4-ec9d-4552-8067-72e5fe19d57f\"\u003eMy call to action is for the key players in our industry to unite and support a national container logistics strategy that develops a demand-driven infrastructure plan with a long term outlook.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID5ac68e44-edd1-457a-b450-35e53733d459\"\u003eThe maritime industry has faced the reality of volumes returning to pre-pandemic levels, and we as an industry are presented with the ideal opportunity to introduce a call to action. As Ports America continues on its path to develop a broad range of supply chain solutions for its customers and partners that expand beyond the marine terminals, I am reminded how critical the supply chain is to the broader economy. The COVID-19 pandemic revealed the limitations of the supply chain, and the fact that the demand cycle has changed since the pandemic has subsided does not change the fact that there are several challenges this country must address to mitigate future risk to our national and economic security. \u003c/p\u003e\u003cp ID=\"ID52608354-82b5-4c4a-bc8e-a347774d759b\"\u003eWhile Ports America expands its presence with additional services and investments in infrastructure, I am excited about the opportunities that lie ahead but also am cognizant that private industry alone cannot correct the fundamental challenges realized during the pandemic. My call to action is for the key players in our industry to unite and support a national container logistics strategy that develops a demand-driven infrastructure plan with a long term outlook. We cannot simply continue to handle all the expected growth through the existing top six to seven containers gateways and expect to deliver cargo to the customer’s door efficiently. If a strategy is not developed to improve the overall national supply chain and utilize additional container terminal facilities located strategically throughout the country, the future container growth will remain concentrated into the same traditional gateways, resulting in diminished resiliency during the next crisis. \u003c/p\u003e\u003cp ID=\"ID11fc4063-86e9-47cd-9c54-f9e48a01ba3e\"\u003eI would like to challenge my colleagues to advance this dialogue with our elected officials to ensure we are taking the appropriate actions to create the most efficient and resilient supply chain to protect our national growth and security.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eMy call to action is for the key players in our industry to unite and support a national container logistics strategy that develops a demand-driven infrastructure plan with a long term outlook.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"My call to action is for the key players in our industry to unite and support a national container logistics strategy that develops a demand-driven infrastructure plan with a long term outlook.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"013f9788f2868a0746d2d51ed582a701c88b3c2e611ddd82694eee023b2c9458","EmbargoDate":null,"ModDate":"1721826705487","PhoenixId":5658297,"PublishDate":"1706308981000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Matthew Leech, President and CEO, Ports America","TitlePlainText":"Matthew Leech, President and CEO, Ports America","TitleXml":"Matthew Leech, President and CEO, Ports America","Published":true,"Attachments":[{"FileName":"5658298_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687517_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687517","FeatureImageCopyright":"Matthew Leech, President and CEO, Ports America","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://portsamerica.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/matthew-leech-president-and-ceo-ports-america-5658297","__typename":"Redirect"},{"Path":"/aro/matthew-leech-president-and-ceo-ports-america","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658299_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eAn increasingly competitive market in trans-Pacific trade is a pivotal opportunity for West Coast ports. Larger vessels and increased container exchanges will lead to constraints and challenge the status quo. \u003c/p\u003e\u003cp\u003eThe Prince Rupert Port Authority (POPR) is actively readying to be the solution in this increasingly competitive landscape through innovative and integrated gateway planning matched with targeted capital investment to find better, more efficient ways to optimize existing infrastructure while adding capacity to maximize throughput. \u003c/p\u003e\u003cp\u003eFor example, the recently expanded DP World Fairview Terminal has 1.6M TEUs of capacity and can accommodate the largest vessels on the water today. \u003c/p\u003e\u003cp\u003eCombined with the recently completed private Port Authority-owned container haul-road, the POPR has created an intermodal ecosystem that stretches beyond the terminal. Earlier this year, the PRPA announced the start of construction on the Ridley Island Export Logistics Project, a large-scale export transloading and off-dock container yard facility that will create 400,000 TEUs of export transloading capacity. \u003c/p\u003e\u003cp\u003eWe see this type of expansion as a central component of the planning and development of an integrated, intermodal ecosystem with multiple transloading projects including import logistics capacity, a second container terminal and an industry-leading approach to gateway planning that will maximize output while minimizing footprint and resulting impacts. \u003c/p\u003e\u003cp\u003eAll in, these types of innovations are anchoring a development plan helps ports grow their capacity. We see value creation through strategic partnerships, effective land use planning and innovative supply chain solutions that inform our infrastructure investment decisions as core to our business. \u003c/p\u003e\u003cp\u003eThese are some of the ways in which we are stretching our reach beyond the docks.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"An increasingly competitive market in trans-Pacific trade is a pivotal opportunity for West Coast ports. Larger vessels and increased container exchanges will lead to constraints and challenge the status quo. The Prince Rupert Port Authority (POPR) is actively readying to be the solution in this increasingly competitive landscape through innovative and integrated gateway planning matched with targeted capital investment to find better, more efficient ways to optimize existing infrastructure while adding capacity to maximize throughput. For example, the recently expanded DP World Fairview Terminal has 1.6M TEUs of capacity and can accommodate the largest vessels on the water today. Combined with the recently completed private Port Authority-owned container haul-road, the POPR has created an intermodal ecosystem that stretches beyond the terminal. Earlier this year, the PRPA announced the start of construction on the Ridley Island Export Logistics Project, a large-scale export transloading and off-dock container yard facility that will create 400,000 TEUs of export transloading capacity. We see this type of expansion as a central component of the planning and development of an integrated, intermodal ecosystem with multiple transloading projects including import logistics capacity, a second container terminal and an industry-leading approach to gateway planning that will maximize output while minimizing footprint and resulting impacts. All in, these types of innovations are anchoring a development plan helps ports grow their capacity. We see value creation through strategic partnerships, effective land use planning and innovative supply chain solutions that inform our infrastructure investment decisions as core to our business. These are some of the ways in which we are stretching our reach beyond the docks.","BodyXml":"\u003ctopic id=\"818cbf33-2c5e-46ca-a90b-61928cf03a8d\"\u003e\u003ctitle\u003eShaun Stevenson, President and CEO, Prince Rupert Port Authority (PRPA)\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID8b05db4b-45cf-44cb-9517-9a6ce5b84f6b\"\u003eWe see value creation through strategic partnerships, effective land use planning and innovative supply chain solutions that inform our infrastructure investment decisions as core to our business.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"IDb1e4e317-c019-4672-9d10-fa059b7260cc\"\u003eAn increasingly competitive market in trans-Pacific trade is a pivotal opportunity for West Coast ports. Larger vessels and increased container exchanges will lead to constraints and challenge the status quo. \u003c/p\u003e\u003cp ID=\"IDe60b2fb5-e44d-4054-9396-de29a72df970\"\u003eThe Prince Rupert Port Authority (POPR) is actively readying to be the solution in this increasingly competitive landscape through innovative and integrated gateway planning matched with targeted capital investment to find better, more efficient ways to optimize existing infrastructure while adding capacity to maximize throughput. \u003c/p\u003e\u003cp ID=\"ID769f4a4c-e558-4cc0-ab8d-f76f4d0a7f18\"\u003eFor example, the recently expanded DP World Fairview Terminal has 1.6M TEUs of capacity and can accommodate the largest vessels on the water today. \u003c/p\u003e\u003cp ID=\"ID2c5d242c-b613-4755-8a93-ad0fae65bcda\"\u003eCombined with the recently completed private Port Authority-owned container haul-road, the POPR has created an intermodal ecosystem that stretches beyond the terminal. Earlier this year, the PRPA announced the start of construction on the Ridley Island Export Logistics Project, a large-scale export transloading and off-dock container yard facility that will create 400,000 TEUs of export transloading capacity. \u003c/p\u003e\u003cp ID=\"ID4981f2d0-290d-492a-976b-bff9915d544a\"\u003eWe see this type of expansion as a central component of the planning and development of an integrated, intermodal ecosystem with multiple transloading projects including import logistics capacity, a second container terminal and an industry-leading approach to gateway planning that will maximize output while minimizing footprint and resulting impacts. \u003c/p\u003e\u003cp ID=\"IDe052237a-4e77-4255-9767-8c1444834935\"\u003eAll in, these types of innovations are anchoring a development plan helps ports grow their capacity. We see value creation through strategic partnerships, effective land use planning and innovative supply chain solutions that inform our infrastructure investment decisions as core to our business. \u003c/p\u003e\u003cp ID=\"IDc71a07a7-dd9f-4298-a75a-ae0cc5885461\"\u003eThese are some of the ways in which we are stretching our reach beyond the docks.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eWe see value creation through strategic partnerships, effective land use planning and innovative supply chain solutions that inform our infrastructure investment decisions as core to our business.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"We see value creation through strategic partnerships, effective land use planning and innovative supply chain solutions that inform our infrastructure investment decisions as core to our business.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"26f44fb87e9d99fe2120fd0858855e434e4c97f65c3c5e0de8272eca171c6928","EmbargoDate":null,"ModDate":"1721826708260","PhoenixId":5658299,"PublishDate":"1706308849000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Shaun Stevenson, President and CEO, Prince Rupert Port Authority (PRPA)","TitlePlainText":"Shaun Stevenson, President and CEO, Prince Rupert Port Authority (PRPA)","TitleXml":"Shaun Stevenson, President and CEO, Prince Rupert Port Authority (PRPA)","Published":true,"Attachments":[{"FileName":"5658300_1.0.png","FileType":"FeatureImage","Order":0,"Title":"3687516_FI.png","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687516","FeatureImageCopyright":"Shaun Stevenson, President and CEO, Prince Rupert Port Authority (PRPA)","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://rupertport.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/shaun-stevenson-president-and-ceo-prince-rupert-port-authority-prpa-5658299","__typename":"Redirect"},{"Path":"/aro/shaun-stevenson-president-and-ceo-prince-rupert-port-authority-prpa","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658301_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eWhile 2024 will undoubtedly present challenges for carriers and beneficial cargo owners (BCOs) in certain trades, those companies that participate in expanding markets via emerging gateways stand well positioned for any uncertainty that lies ahead. \u003c/p\u003e\u003cp\u003eThe importance of supply chain resiliency was an important lesson learned from the pandemic, shining a spotlight on new, more efficient routes to serve customers, versus the traditional gateways. \u003c/p\u003e\u003cp\u003eFinding new ways to improve efficiency and reduce costs is critical in today’s market. BCOs are demanding that their cargo be delivered via ports that are closest to large and fast-growing markets, as opposed to more circuitous routes. The ability to make multiple round-trip deliveries per day from port to distribution center means not only substantial savings in drayage costs, but also a greener, more sustainable supply chain solution. \u003c/p\u003e\u003cp\u003ePorts that have ample land available for continued growth and those that are making strategic investments to add capacity are in excellent shape to meet any challenges. Port Tampa Bay is in that position. At the center of the fastest-growing region in the fastest-growing state in the country, we are aggressively adding more acreage, more cranes and more berths to ensure we continue to stay ahead of the curve. With a population of over 22 million residents, Florida is the nation’s third-largest state with over 1,000 people moving here every day. Florida is the world’s 15th largest economy and is a preeminent global tourist destination, welcoming over 140 million visitors per year, further driving demand for containerized cargo. The Tampa Bay/I-4 Corridor — Florida’s Distribution Hub — fills that appetite, as it is home to the largest concentration of distribution centers in the state, with Port Tampa Bay positioned as the closest port to serve this market.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"While 2024 will undoubtedly present challenges for carriers and beneficial cargo owners (BCOs) in certain trades, those companies that participate in expanding markets via emerging gateways stand well positioned for any uncertainty that lies ahead. The importance of supply chain resiliency was an important lesson learned from the pandemic, shining a spotlight on new, more efficient routes to serve customers, versus the traditional gateways. Finding new ways to improve efficiency and reduce costs is critical in today’s market. BCOs are demanding that their cargo be delivered via ports that are closest to large and fast-growing markets, as opposed to more circuitous routes. The ability to make multiple round-trip deliveries per day from port to distribution center means not only substantial savings in drayage costs, but also a greener, more sustainable supply chain solution. Ports that have ample land available for continued growth and those that are making strategic investments to add capacity are in excellent shape to meet any challenges. Port Tampa Bay is in that position. At the center of the fastest-growing region in the fastest-growing state in the country, we are aggressively adding more acreage, more cranes and more berths to ensure we continue to stay ahead of the curve. With a population of over 22 million residents, Florida is the nation’s third-largest state with over 1,000 people moving here every day. Florida is the world’s 15th largest economy and is a preeminent global tourist destination, welcoming over 140 million visitors per year, further driving demand for containerized cargo. The Tampa Bay/I-4 Corridor — Florida’s Distribution Hub — fills that appetite, as it is home to the largest concentration of distribution centers in the state, with Port Tampa Bay positioned as the closest port to serve this market.","BodyXml":"\u003ctopic id=\"8af5f911-416c-45d6-87ba-f864c76709fe\"\u003e\u003ctitle\u003ePaul Andersen, President and CEO, Port Tampa Bay\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID41aa7e4c-669a-40d5-9f61-2099cee308c8\"\u003eThose companies that participate in expanding markets via emerging gateways stand well positioned for any uncertainty that lies ahead.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"IDa595edad-c721-4a54-8579-73e4adc68e62\"\u003eWhile 2024 will undoubtedly present challenges for carriers and beneficial cargo owners (BCOs) in certain trades, those companies that participate in expanding markets via emerging gateways stand well positioned for any uncertainty that lies ahead. \u003c/p\u003e\u003cp ID=\"IDc9e4700c-bacf-405e-822c-23bbbd0b96ad\"\u003eThe importance of supply chain resiliency was an important lesson learned from the pandemic, shining a spotlight on new, more efficient routes to serve customers, versus the traditional gateways. \u003c/p\u003e\u003cp ID=\"ID97621ee7-27f4-4881-8f0e-6f1f9e74a81a\"\u003eFinding new ways to improve efficiency and reduce costs is critical in today’s market. BCOs are demanding that their cargo be delivered via ports that are closest to large and fast-growing markets, as opposed to more circuitous routes. The ability to make multiple round-trip deliveries per day from port to distribution center means not only substantial savings in drayage costs, but also a greener, more sustainable supply chain solution. \u003c/p\u003e\u003cp ID=\"ID19cf6724-340a-4122-99ef-ae8b3e147de6\"\u003ePorts that have ample land available for continued growth and those that are making strategic investments to add capacity are in excellent shape to meet any challenges. Port Tampa Bay is in that position. At the center of the fastest-growing region in the fastest-growing state in the country, we are aggressively adding more acreage, more cranes and more berths to ensure we continue to stay ahead of the curve. With a population of over 22 million residents, Florida is the nation’s third-largest state with over 1,000 people moving here every day. Florida is the world’s 15th largest economy and is a preeminent global tourist destination, welcoming over 140 million visitors per year, further driving demand for containerized cargo. The Tampa Bay/I-4 Corridor — Florida’s Distribution Hub — fills that appetite, as it is home to the largest concentration of distribution centers in the state, with Port Tampa Bay positioned as the closest port to serve this market.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eThose companies that participate in expanding markets via emerging gateways stand well positioned for any uncertainty that lies ahead.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Those companies that participate in expanding markets via emerging gateways stand well positioned for any uncertainty that lies ahead.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"689214e972e3928bd39491f6a5de0daa35e40552e7b8cb39c6fa4d41ab98182c","EmbargoDate":null,"ModDate":"1721826707147","PhoenixId":5658301,"PublishDate":"1706308751000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Paul Andersen, President and CEO, Port Tampa Bay","TitlePlainText":"Paul Andersen, President and CEO, Port Tampa Bay","TitleXml":"Paul Andersen, President and CEO, Port Tampa Bay","Published":true,"Attachments":[{"FileName":"5658302_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687515_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687515","FeatureImageCopyright":"Paul Andersen, President and CEO, Port Tampa Bay","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://porttb.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/paul-andersen-president-and-ceo-port-tampa-bay-5658301","__typename":"Redirect"},{"Path":"/aro/paul-andersen-president-and-ceo-port-tampa-bay","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658303_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eTrade patterns are shifting to the benefit of the US East Coast (USEC) as Southeast Asia and the Indian Subcontinent emerge as manufacturing centers.\u003c/p\u003e\u003cp\u003eSoutheast Asia and the Indian subcontinent are two of the world’s fastest-growing economies. The combined region is home to nearly 2 billion people, a rising middle class, a combined gross domestic product of almost $6 billion and a rapidly expanding manufacturing sector. This growth has led to a surge in demand for goods and services from around the world, including the US.\u003c/p\u003e\u003cp\u003eLong-term investments in manufacturing infrastructure being made in Southeast Asia and the Indian Subcontinent and the strength of the Association of Southeast Asian Nations (ASEAN) regional trade bloc (that does not include India), prove that this not a temporary shift. ASEAN is the USEC’s fourth-largest trading partner and in 2022, total trade between the USEC and ASEAN was more than $260 billion.\u003c/p\u003e\u003cp\u003eOverlay those facts with trends like the rapid growth of e-commerce that is driving demand for faster and more efficient shipping of goods and the challenges of doing business on the US West Coast. The result is a window of opportunity for those USEC ports that can efficiently handle more growth while servicing — and growing — the traditional business from North Asia, Europe, the Middle East and other regions.\u003c/p\u003e\u003cp\u003eThe Port of Virginia is investing $1.4 billion to ensure readiness. By 2025 our channels will be wide enough and deep enough for two-way passage of ultra-large container ships. We’re expanding and optimizing our 21st century technologically-advanced terminals. And we are doing all of this with a goal of being carbon neutral by 2040. The results are sub-40-minute turn times for motor carriers, low dwell times for rail freight, high berth productivity and expanding economic investment outside of the gates.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"Trade patterns are shifting to the benefit of the US East Coast (USEC) as Southeast Asia and the Indian Subcontinent emerge as manufacturing centers. Southeast Asia and the Indian subcontinent are two of the world’s fastest-growing economies. The combined region is home to nearly 2 billion people, a rising middle class, a combined gross domestic product of almost $6 billion and a rapidly expanding manufacturing sector. This growth has led to a surge in demand for goods and services from around the world, including the US. Long-term investments in manufacturing infrastructure being made in Southeast Asia and the Indian Subcontinent and the strength of the Association of Southeast Asian Nations (ASEAN) regional trade bloc (that does not include India), prove that this not a temporary shift. ASEAN is the USEC’s fourth-largest trading partner and in 2022, total trade between the USEC and ASEAN was more than $260 billion. Overlay those facts with trends like the rapid growth of e-commerce that is driving demand for faster and more efficient shipping of goods and the challenges of doing business on the US West Coast. The result is a window of opportunity for those USEC ports that can efficiently handle more growth while servicing — and growing — the traditional business from North Asia, Europe, the Middle East and other regions. The Port of Virginia is investing $1.4 billion to ensure readiness. By 2025 our channels will be wide enough and deep enough for two-way passage of ultra-large container ships. We’re expanding and optimizing our 21st century technologically-advanced terminals. And we are doing all of this with a goal of being carbon neutral by 2040. The results are sub-40-minute turn times for motor carriers, low dwell times for rail freight, high berth productivity and expanding economic investment outside of the gates.","BodyXml":"\u003ctopic id=\"ff5549f8-fc34-462a-a06a-03e10a2d91c5\"\u003e\u003ctitle\u003eStephen A. Edwards, CEO, The Port of Virginia\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"IDb48aeb3f-d619-4734-9c84-58a5b3270bfd\"\u003eASEAN is the USEC’s fourth-largest trading partner and in 2022, total trade between the USEC and ASEAN was more than $260 billion.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID84298e07-16f2-4c55-9987-9a84f4bcc476\"\u003eTrade patterns are shifting to the benefit of the US East Coast (USEC) as Southeast Asia and the Indian Subcontinent emerge as manufacturing centers.\u003c/p\u003e\u003cp ID=\"ID4adf3440-0d02-4697-ac56-a839425a0ab9\"\u003eSoutheast Asia and the Indian subcontinent are two of the world’s fastest-growing economies. The combined region is home to nearly 2 billion people, a rising middle class, a combined gross domestic product of almost $6 billion and a rapidly expanding manufacturing sector. This growth has led to a surge in demand for goods and services from around the world, including the US.\u003c/p\u003e\u003cp ID=\"ID72ae3b16-bc83-4d4a-afb2-61b9e9c640cf\"\u003eLong-term investments in manufacturing infrastructure being made in Southeast Asia and the Indian Subcontinent and the strength of the Association of Southeast Asian Nations (ASEAN) regional trade bloc (that does not include India), prove that this not a temporary shift. ASEAN is the USEC’s fourth-largest trading partner and in 2022, total trade between the USEC and ASEAN was more than $260 billion.\u003c/p\u003e\u003cp ID=\"IDb03bb5ab-af95-423b-9132-9017bd2cf285\"\u003eOverlay those facts with trends like the rapid growth of e-commerce that is driving demand for faster and more efficient shipping of goods and the challenges of doing business on the US West Coast. The result is a window of opportunity for those USEC ports that can efficiently handle more growth while servicing — and growing — the traditional business from North Asia, Europe, the Middle East and other regions.\u003c/p\u003e\u003cp ID=\"ID5a12d6c2-72de-4185-befb-1aeb1e552bf1\"\u003eThe Port of Virginia is investing $1.4 billion to ensure readiness. By 2025 our channels will be wide enough and deep enough for two-way passage of ultra-large container ships. We’re expanding and optimizing our 21st century technologically-advanced terminals. And we are doing all of this with a goal of being carbon neutral by 2040. The results are sub-40-minute turn times for motor carriers, low dwell times for rail freight, high berth productivity and expanding economic investment outside of the gates.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eASEAN is the USEC’s fourth-largest trading partner and in 2022, total trade between the USEC and ASEAN was more than $260 billion.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"ASEAN is the USEC’s fourth-largest trading partner and in 2022, total trade between the USEC and ASEAN was more than $260 billion.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"db8840f888a1651769106da6e2243dc4b83249dfbc7377fd10861da97f6d28cc","EmbargoDate":null,"ModDate":"1721826709387","PhoenixId":5658303,"PublishDate":"1706308489000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Stephen A. Edwards, CEO, The Port of Virginia","TitlePlainText":"Stephen A. Edwards, CEO, The Port of Virginia","TitleXml":"Stephen A. Edwards, CEO, The Port of Virginia","Published":true,"Attachments":[{"FileName":"5658304_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687514_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687514","FeatureImageCopyright":"Stephen A. Edwards, CEO, The Port of Virginia","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://portofvirginia.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/stephen-a-edwards-ceo-the-port-of-virginia-5658303","__typename":"Redirect"},{"Path":"/aro/stephen-edwards-ceo-port-virginia","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658305_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eOur industry has seen global trade normalize after a protracted period of a pandemic-induced cargo surge. In 2024, we have the opportunity to convert lessons learned into the best strategies and practices for scaling quickly as demand warrants, maximizing operational efficiency and decarbonizing our industry.\u003c/p\u003e\u003cp\u003eInfrastructure continues to be a key focus. We must keep improving our terminals, rail systems and roadways to make the best and highest use of our resources. The same is true for the larger freight network connecting our gateways to consumer markets. Success hinges on investment and collaboration. Our collective advocacy on both fronts is now paying off: Matching funds from California and the federal government are flowing to roads, bridges, rail and highway projects strengthening the backbone of the US economy.\u003c/p\u003e\u003cp\u003eConnective infrastructure is also digital. We continue to build our portfolio of supply chain data-sharing and cybersecurity initiatives that increases our fluidity, resilience and competitiveness while advancing our shared emissions reduction goals.\u003c/p\u003e\u003cp\u003eCombatting climate change is more urgent than ever. Our multiple initiatives include working with our private and public sector partners to advance green shipping corridors, and our collaboration with the ports of Shanghai and Long Beach to decarbonize one of the world’s busiest shipping lanes is the farthest along of any such endeavor. With our ocean carrier and cargo owner partners, we have identified 2030 as the target year for demonstrating the world’s first zero-carbon life-cycle container ship. Additionally, we are part of a statewide consortium recently awarded a $1.2 billion grant to create a hydrogen hub. Our share will accelerate testing of hydrogen-fueled cargo handling equipment at seven terminals. \u003c/p\u003e\u003cp\u003eCargo volumes will continue to grow, and every four new containers we handle creates a new job. Prosperity allows us all to invest in making our industry more sustainable.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"Our industry has seen global trade normalize after a protracted period of a pandemic-induced cargo surge. In 2024, we have the opportunity to convert lessons learned into the best strategies and practices for scaling quickly as demand warrants, maximizing operational efficiency and decarbonizing our industry. Infrastructure continues to be a key focus. We must keep improving our terminals, rail systems and roadways to make the best and highest use of our resources. The same is true for the larger freight network connecting our gateways to consumer markets. Success hinges on investment and collaboration. Our collective advocacy on both fronts is now paying off: Matching funds from California and the federal government are flowing to roads, bridges, rail and highway projects strengthening the backbone of the US economy. Connective infrastructure is also digital. We continue to build our portfolio of supply chain data-sharing and cybersecurity initiatives that increases our fluidity, resilience and competitiveness while advancing our shared emissions reduction goals. Combatting climate change is more urgent than ever. Our multiple initiatives include working with our private and public sector partners to advance green shipping corridors, and our collaboration with the ports of Shanghai and Long Beach to decarbonize one of the world’s busiest shipping lanes is the farthest along of any such endeavor. With our ocean carrier and cargo owner partners, we have identified 2030 as the target year for demonstrating the world’s first zero-carbon life-cycle container ship. Additionally, we are part of a statewide consortium recently awarded a $1.2 billion grant to create a hydrogen hub. Our share will accelerate testing of hydrogen-fueled cargo handling equipment at seven terminals. Cargo volumes will continue to grow, and every four new containers we handle creates a new job. Prosperity allows us all to invest in making our industry more sustainable.","BodyXml":"\u003ctopic id=\"4338a673-780b-4f7f-b80d-ca4c4c772385\"\u003e\u003ctitle\u003eGene Seroka, Executive Director, Port of Los Angeles\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID1dded076-ddb3-4c50-a1b9-0ecf5c3aa2e7\"\u003eWe must keep improving our terminals, rail systems and roadways to make the best and highest use of our resources.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"IDbcd30e7e-3eb6-4485-92ae-ec147e86e244\"\u003eOur industry has seen global trade normalize after a protracted period of a pandemic-induced cargo surge. In 2024, we have the opportunity to convert lessons learned into the best strategies and practices for scaling quickly as demand warrants, maximizing operational efficiency and decarbonizing our industry.\u003c/p\u003e\u003cp ID=\"ID3fb7d0a6-4442-420e-a2d3-0c4fa37816c3\"\u003eInfrastructure continues to be a key focus. We must keep improving our terminals, rail systems and roadways to make the best and highest use of our resources. The same is true for the larger freight network connecting our gateways to consumer markets. Success hinges on investment and collaboration. Our collective advocacy on both fronts is now paying off: Matching funds from California and the federal government are flowing to roads, bridges, rail and highway projects strengthening the backbone of the US economy.\u003c/p\u003e\u003cp ID=\"ID55dcefd1-b44f-40dc-be35-814ee87f58fb\"\u003eConnective infrastructure is also digital. We continue to build our portfolio of supply chain data-sharing and cybersecurity initiatives that increases our fluidity, resilience and competitiveness while advancing our shared emissions reduction goals.\u003c/p\u003e\u003cp ID=\"ID012e7fe2-9c9e-4a97-97eb-556f7a1dd6d9\"\u003eCombatting climate change is more urgent than ever. Our multiple initiatives include working with our private and public sector partners to advance green shipping corridors, and our collaboration with the ports of Shanghai and Long Beach to decarbonize one of the world’s busiest shipping lanes is the farthest along of any such endeavor. With our ocean carrier and cargo owner partners, we have identified 2030 as the target year for demonstrating the world’s first zero-carbon life-cycle container ship. Additionally, we are part of a statewide consortium recently awarded a $1.2 billion grant to create a hydrogen hub. Our share will accelerate testing of hydrogen-fueled cargo handling equipment at seven terminals. \u003c/p\u003e\u003cp ID=\"ID1c9bc79c-fa4a-4009-adb0-576486370213\"\u003eCargo volumes will continue to grow, and every four new containers we handle creates a new job. Prosperity allows us all to invest in making our industry more sustainable.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eWe must keep improving our terminals, rail systems and roadways to make the best and highest use of our resources.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"We must keep improving our terminals, rail systems and roadways to make the best and highest use of our resources.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"985551665cd9f64d75278d22b3890b45b1b89f66b2a814733373f790056dde23","EmbargoDate":null,"ModDate":"1721826710433","PhoenixId":5658305,"PublishDate":"1706303121000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Gene Seroka, Executive Director, Port of Los Angeles","TitlePlainText":"Gene Seroka, Executive Director, Port of Los Angeles","TitleXml":"Gene Seroka, Executive Director, Port of Los Angeles","Published":true,"Attachments":[{"FileName":"5658306_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687512_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687512","FeatureImageCopyright":"Gene Seroka, Executive Director, Port of Los Angeles","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://portoflosangeles.org","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/gene-seroka-executive-director-port-of-los-angeles-5658305","__typename":"Redirect"},{"Path":"/aro/gene-seroka-executive-director-port-los-angeles-8","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658307_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eDigital transformation continues to evolve in the supply chain as we apply lessons learned post-pandemic from the supply chain disruption. In 2024, data will be at the forefront. The sooner data can be collected and “translated” into a normalized format that is easily consumable, the quicker benefits will flow to all links in the supply chain.\u003c/p\u003e\u003cp\u003eAn effective, secure data-sharing environment will help shippers track their cargo through the supply chain, maximize efficiency and bring greater visibility throughout the supply chain. From point of origin to arrival at the dock and shipment to final destination, the availability of data in real time will be a game changer. \u003c/p\u003e\u003cp\u003eAggregated data will enable logistics partners to better plan, schedule and track cargo movement from origin to destination. Stakeholders will be able to make scheduling, planning and payment decisions prior to cargo arrival, speeding deliveries. Port authorities are the natural developers of information sharing platforms given our links to virtually every player in the goods movement process. A collaborative effort underway among East Coast and West Coast ports has the potential to lead us to a digital data-sharing platform across the marine logistics industry and ultimately extend it to other US seaports. A new information-sharing tool, designed to increase efficiency and connectivity, while protecting propriety data, will complement existing systems and operations related to the movement of cargo by ship, rail and truck.\u003c/p\u003e\u003cp\u003eThe nation’s ports have historically served as innovation hubs for their regions. Now is the time for them to provide information highways for cargo owners, ocean carriers, terminal operators, railroads, truckers and labor, among others. As local ports return to more normal, pre-pandemic cargo volumes and turn attention back to growing market share, having reliable data that can be shared among stakeholders will be critical to our success in 2024.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"Digital transformation continues to evolve in the supply chain as we apply lessons learned post-pandemic from the supply chain disruption. In 2024, data will be at the forefront. The sooner data can be collected and “translated” into a normalized format that is easily consumable, the quicker benefits will flow to all links in the supply chain. An effective, secure data-sharing environment will help shippers track their cargo through the supply chain, maximize efficiency and bring greater visibility throughout the supply chain. From point of origin to arrival at the dock and shipment to final destination, the availability of data in real time will be a game changer. Aggregated data will enable logistics partners to better plan, schedule and track cargo movement from origin to destination. Stakeholders will be able to make scheduling, planning and payment decisions prior to cargo arrival, speeding deliveries. Port authorities are the natural developers of information sharing platforms given our links to virtually every player in the goods movement process. A collaborative effort underway among East Coast and West Coast ports has the potential to lead us to a digital data-sharing platform across the marine logistics industry and ultimately extend it to other US seaports. A new information-sharing tool, designed to increase efficiency and connectivity, while protecting propriety data, will complement existing systems and operations related to the movement of cargo by ship, rail and truck. The nation’s ports have historically served as innovation hubs for their regions. Now is the time for them to provide information highways for cargo owners, ocean carriers, terminal operators, railroads, truckers and labor, among others. As local ports return to more normal, pre-pandemic cargo volumes and turn attention back to growing market share, having reliable data that can be shared among stakeholders will be critical to our success in 2024.","BodyXml":"\u003ctopic id=\"bc0e012d-9bc9-4327-a817-b52795d29eea\"\u003e\u003ctitle\u003eMario Cordero, CEO, Port of Long Beach\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID28ce8d38-f3d2-4d51-81be-9d7846faa9b1\"\u003ePort authorities are the natural developers of information sharing platforms given our links to virtually every player in the goods movement process.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID5b0e13c0-7b58-41a7-af9f-26d2ea6f9152\"\u003eDigital transformation continues to evolve in the supply chain as we apply lessons learned post-pandemic from the supply chain disruption. In 2024, data will be at the forefront. The sooner data can be collected and “translated” into a normalized format that is easily consumable, the quicker benefits will flow to all links in the supply chain.\u003c/p\u003e\u003cp ID=\"ID639a1df7-31cc-4803-aa49-84baa5629982\"\u003eAn effective, secure data-sharing environment will help shippers track their cargo through the supply chain, maximize efficiency and bring greater visibility throughout the supply chain. From point of origin to arrival at the dock and shipment to final destination, the availability of data in real time will be a game changer. \u003c/p\u003e\u003cp ID=\"IDf6407be9-4e6e-4df4-8597-d9cff46c9bb8\"\u003eAggregated data will enable logistics partners to better plan, schedule and track cargo movement from origin to destination. Stakeholders will be able to make scheduling, planning and payment decisions prior to cargo arrival, speeding deliveries. Port authorities are the natural developers of information sharing platforms given our links to virtually every player in the goods movement process. A collaborative effort underway among East Coast and West Coast ports has the potential to lead us to a digital data-sharing platform across the marine logistics industry and ultimately extend it to other US seaports. A new information-sharing tool, designed to increase efficiency and connectivity, while protecting propriety data, will complement existing systems and operations related to the movement of cargo by ship, rail and truck.\u003c/p\u003e\u003cp ID=\"IDc69a3123-a3bd-47c6-8e2b-78f28592cc18\"\u003eThe nation’s ports have historically served as innovation hubs for their regions. Now is the time for them to provide information highways for cargo owners, ocean carriers, terminal operators, railroads, truckers and labor, among others. As local ports return to more normal, pre-pandemic cargo volumes and turn attention back to growing market share, having reliable data that can be shared among stakeholders will be critical to our success in 2024.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003ePort authorities are the natural developers of information sharing platforms given our links to virtually every player in the goods movement process.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Port authorities are the natural developers of information sharing platforms given our links to virtually every player in the goods movement process.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"a5b79c35f1f5db2b450a0420dc96e4d3df06dcb2903f25aac40f981cfc3b9da7","EmbargoDate":null,"ModDate":"1721826711783","PhoenixId":5658307,"PublishDate":"1706298403000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Mario Cordero, CEO, Port of Long Beach","TitlePlainText":"Mario Cordero, CEO, Port of Long Beach","TitleXml":"Mario Cordero, CEO, Port of Long Beach","Published":true,"Attachments":[{"FileName":"5658308_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687509_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687509","FeatureImageCopyright":"Mario Cordero, CEO, Port of Long Beach","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://polb.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/mario-cordero-ceo-port-of-long-beach-5658307","__typename":"Redirect"},{"Path":"/aro/mario-cordero-ceo-port-long-beach","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658309_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eAmerica’s ports handle more US–international cargo than any other type of transportation — to the tune of nearly 1.5 billion tons, according to the US Department of Transportation’s annual report on port performance. When it comes to managing container flow, a layered and strategic approach can vastly reduce kinks in the network. \u003c/p\u003e\u003cp\u003eIt starts with access to real-time information tracking and measuring traffic as it moves through a port. Properly positioned cameras that drivers and dispatchers can readily access allows for instant congestion monitoring of roadways. The next layer is an appointment system to ensure that truck volumes match servicing capacity and carrier availability. \u003c/p\u003e\u003cp\u003eAnother essential layer occurs with new lifting technology, which helps increase efficiency at access points with densification and utilizing proper yard equipment to maximize stacking capacity. \u003c/p\u003e\u003cp\u003eOnce productivity at the dock is combined with the efficiencies gained in the yard, the final layer to operational excellence is an integrated internal and external transportation network that includes, but is not limited to, on-dock or near-dock rail with an efficient roadway system. In addition to on-port operations, a key strategy includes using centrally located off-port complexes to further ease congestion in the terminals and on the docks by moving containers to land that is less expensive than waterfront ports without sacrificing access. This strategy works best for ports primarily dealing with gateway cargo that is headed to America’s heartland versus ports that largely handle consumption-zone cargo.\u003c/p\u003e\u003cp\u003eIt’s vital that we continue to work hand-in-hand with transportation leaders to ensure ports are negating the hurdles on highways and railways that impede cargo flow from one mode to another. \u003c/p\u003e\u003cp\u003eAt the end of the day, ports should have resource management plans that are nimble to respond to evolutions in various markets and trade lanes.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"America’s ports handle more US–international cargo than any other type of transportation — to the tune of nearly 1.5 billion tons, according to the US Department of Transportation’s annual report on port performance. When it comes to managing container flow, a layered and strategic approach can vastly reduce kinks in the network. It starts with access to real-time information tracking and measuring traffic as it moves through a port. Properly positioned cameras that drivers and dispatchers can readily access allows for instant congestion monitoring of roadways. The next layer is an appointment system to ensure that truck volumes match servicing capacity and carrier availability. Another essential layer occurs with new lifting technology, which helps increase efficiency at access points with densification and utilizing proper yard equipment to maximize stacking capacity. Once productivity at the dock is combined with the efficiencies gained in the yard, the final layer to operational excellence is an integrated internal and external transportation network that includes, but is not limited to, on-dock or near-dock rail with an efficient roadway system. In addition to on-port operations, a key strategy includes using centrally located off-port complexes to further ease congestion in the terminals and on the docks by moving containers to land that is less expensive than waterfront ports without sacrificing access. This strategy works best for ports primarily dealing with gateway cargo that is headed to America’s heartland versus ports that largely handle consumption-zone cargo. It’s vital that we continue to work hand-in-hand with transportation leaders to ensure ports are negating the hurdles on highways and railways that impede cargo flow from one mode to another. At the end of the day, ports should have resource management plans that are nimble to respond to evolutions in various markets and trade lanes.","BodyXml":"\u003ctopic id=\"e4d158ac-953a-4a4e-ba06-205a1c477534\"\u003e\u003ctitle\u003eJonathan Daniels, Acting CEO and Port Director, Port Everglades\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"IDa1678f03-0e3b-4eb7-80d4-d76145ac1efb\"\u003eWhen it comes to managing container flow, a layered and strategic approach can vastly reduce kinks in the network.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID658d0c7e-d1c0-4305-974d-12c41f660bd5\"\u003eAmerica’s ports handle more US–international cargo than any other type of transportation — to the tune of nearly 1.5 billion tons, according to the US Department of Transportation’s annual report on port performance. When it comes to managing container flow, a layered and strategic approach can vastly reduce kinks in the network. \u003c/p\u003e\u003cp ID=\"ID56eca51c-9067-4e9d-9011-8d512e509d6d\"\u003eIt starts with access to real-time information tracking and measuring traffic as it moves through a port. Properly positioned cameras that drivers and dispatchers can readily access allows for instant congestion monitoring of roadways. The next layer is an appointment system to ensure that truck volumes match servicing capacity and carrier availability. \u003c/p\u003e\u003cp ID=\"IDfea506eb-d905-463a-ad7f-0b56377b494c\"\u003eAnother essential layer occurs with new lifting technology, which helps increase efficiency at access points with densification and utilizing proper yard equipment to maximize stacking capacity. \u003c/p\u003e\u003cp ID=\"ID4023b895-766c-417b-938d-915398048d0e\"\u003eOnce productivity at the dock is combined with the efficiencies gained in the yard, the final layer to operational excellence is an integrated internal and external transportation network that includes, but is not limited to, on-dock or near-dock rail with an efficient roadway system. In addition to on-port operations, a key strategy includes using centrally located off-port complexes to further ease congestion in the terminals and on the docks by moving containers to land that is less expensive than waterfront ports without sacrificing access. This strategy works best for ports primarily dealing with gateway cargo that is headed to America’s heartland versus ports that largely handle consumption-zone cargo.\u003c/p\u003e\u003cp ID=\"IDe678ac38-ed87-43d0-ac98-09395c8062fd\"\u003eIt’s vital that we continue to work hand-in-hand with transportation leaders to ensure ports are negating the hurdles on highways and railways that impede cargo flow from one mode to another. \u003c/p\u003e\u003cp ID=\"ID94789682-b1db-4795-a655-bd282572f484\"\u003eAt the end of the day, ports should have resource management plans that are nimble to respond to evolutions in various markets and trade lanes.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eWhen it comes to managing container flow, a layered and strategic approach can vastly reduce kinks in the network.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"When it comes to managing container flow, a layered and strategic approach can vastly reduce kinks in the network.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"b6947cef6c269bf132d0867500b96a275d3db8e5199450ed9b47030498c002e3","EmbargoDate":null,"ModDate":"1721826713310","PhoenixId":5658309,"PublishDate":"1706298215000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Jonathan Daniels, Acting CEO and Port Director, Port Everglades","TitlePlainText":"Jonathan Daniels, Acting CEO and Port Director, Port Everglades","TitleXml":"Jonathan Daniels, Acting CEO and Port Director, Port Everglades","Published":true,"Attachments":[{"FileName":"5658310_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687507_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687507","FeatureImageCopyright":"Jonathan Daniels, Acting CEO and Port Director, Port Everglades","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://porteverglades.net","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/jonathan-daniels-acting-ceo-and-port-director-port-everglades-5658309","__typename":"Redirect"},{"Path":"/aro/jonathan-daniels-acting-ceo-and-port-director-port-everglades","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658311_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eThe worldwide seaport landscape is currently experiencing a significant overhaul, triggered by a combination of factors such as technological advancements, shifting trade patterns and environmental concerns. This transformation holds considerable implications for seaports across the globe, which are now taking the lead in adapting to these changes to ensure the smooth flow of goods.\u003c/p\u003e\u003cp\u003eOne of the most noteworthy developments in the global supply chain is the widespread adoption of cutting-edge technologies. Automation is fundamentally reshaping how goods are monitored, tracked and processed. These technological innovations boost efficiency and reduce delays, ultimately benefiting the entire supply chain.\u003c/p\u003e\u003cp\u003eIt's imperative to maintain operational flexibility and be prepared for sudden shifts in demand. Handling larger vessels has become an increasing necessity for many ports, including Port Canaveral. To meet this demand, Port Canaveral has made substantial investments in infrastructure improvements, such as the new North Cargo Berth 3 and the adjacent North Cargo Berth 4, which is currently under construction and expected to be completed in late 2024. Furthermore, Port Canaveral has invested in a second mobile harbor crane, scheduled for delivery in early 2024. Collaborating with logistics partners to provide value-added services and embracing sustainable practices, including emissions reduction and the adoption of eco-friendly technologies, can enhance the competitiveness and appeal of ports, particularly to larger vessels.\u003c/p\u003e\u003cp\u003ePort Canaveral is playing a pivotal role in the proactive response to these challenges, contributing significantly to the ongoing recovery of global trade. By bolstering its capacity and capabilities, the port is better equipped to handle larger vessels and extend its influence beyond the docks.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"The worldwide seaport landscape is currently experiencing a significant overhaul, triggered by a combination of factors such as technological advancements, shifting trade patterns and environmental concerns. This transformation holds considerable implications for seaports across the globe, which are now taking the lead in adapting to these changes to ensure the smooth flow of goods. One of the most noteworthy developments in the global supply chain is the widespread adoption of cutting-edge technologies. Automation is fundamentally reshaping how goods are monitored, tracked and processed. These technological innovations boost efficiency and reduce delays, ultimately benefiting the entire supply chain. It's imperative to maintain operational flexibility and be prepared for sudden shifts in demand. Handling larger vessels has become an increasing necessity for many ports, including Port Canaveral. To meet this demand, Port Canaveral has made substantial investments in infrastructure improvements, such as the new North Cargo Berth 3 and the adjacent North Cargo Berth 4, which is currently under construction and expected to be completed in late 2024. Furthermore, Port Canaveral has invested in a second mobile harbor crane, scheduled for delivery in early 2024. Collaborating with logistics partners to provide value-added services and embracing sustainable practices, including emissions reduction and the adoption of eco-friendly technologies, can enhance the competitiveness and appeal of ports, particularly to larger vessels. Port Canaveral is playing a pivotal role in the proactive response to these challenges, contributing significantly to the ongoing recovery of global trade. By bolstering its capacity and capabilities, the port is better equipped to handle larger vessels and extend its influence beyond the docks.","BodyXml":"\u003ctopic id=\"a3ee2bdf-def9-4d1b-b4b2-ff26a146fe1b\"\u003e\u003ctitle\u003eCapt. John Murray, CEO, Port Canaveral\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID7a2c7037-bf92-4730-b807-06a1dd62b7dc\"\u003eThese technological innovations boost efficiency and reduce delays, ultimately benefiting the entire supply chain.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID84980293-02d9-475e-992c-7a783edee012\"\u003eThe worldwide seaport landscape is currently experiencing a significant overhaul, triggered by a combination of factors such as technological advancements, shifting trade patterns and environmental concerns. This transformation holds considerable implications for seaports across the globe, which are now taking the lead in adapting to these changes to ensure the smooth flow of goods.\u003c/p\u003e\u003cp ID=\"ID0f06362b-d7d3-4757-9a66-465d69490e2b\"\u003eOne of the most noteworthy developments in the global supply chain is the widespread adoption of cutting-edge technologies. Automation is fundamentally reshaping how goods are monitored, tracked and processed. These technological innovations boost efficiency and reduce delays, ultimately benefiting the entire supply chain.\u003c/p\u003e\u003cp ID=\"ID7855843c-d0f6-4221-bf7e-eea00d5c4b5e\"\u003eIt's imperative to maintain operational flexibility and be prepared for sudden shifts in demand. Handling larger vessels has become an increasing necessity for many ports, including Port Canaveral. To meet this demand, Port Canaveral has made substantial investments in infrastructure improvements, such as the new North Cargo Berth 3 and the adjacent North Cargo Berth 4, which is currently under construction and expected to be completed in late 2024. Furthermore, Port Canaveral has invested in a second mobile harbor crane, scheduled for delivery in early 2024. Collaborating with logistics partners to provide value-added services and embracing sustainable practices, including emissions reduction and the adoption of eco-friendly technologies, can enhance the competitiveness and appeal of ports, particularly to larger vessels.\u003c/p\u003e\u003cp ID=\"IDeed837d9-6242-4f24-8f3e-5bd3f08ab29d\"\u003ePort Canaveral is playing a pivotal role in the proactive response to these challenges, contributing significantly to the ongoing recovery of global trade. By bolstering its capacity and capabilities, the port is better equipped to handle larger vessels and extend its influence beyond the docks.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eThese technological innovations boost efficiency and reduce delays, ultimately benefiting the entire supply chain.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"These technological innovations boost efficiency and reduce delays, ultimately benefiting the entire supply chain.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"22a7919592e1b0ab3b93f3016911d7710f4f3ac839394dbe46d62190f3502853","EmbargoDate":null,"ModDate":"1721826715753","PhoenixId":5658311,"PublishDate":"1706297974000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Capt. John Murray, CEO, Port Canaveral","TitlePlainText":"Capt. John Murray, CEO, Port Canaveral","TitleXml":"Capt. John Murray, CEO, Port Canaveral","Published":true,"Attachments":[{"FileName":"5658312_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687506_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687506","FeatureImageCopyright":"Capt. John Murray, CEO, Port Canaveral","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://portcanaveral.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/capt-john-murray-ceo-port-canaveral-5658311","__typename":"Redirect"},{"Path":"/aro/capt-john-murray-ceo-port-canaveral","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658313_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eThe last several years have shown the supply chain industry two things. First, what the future of forecasted elevated container volumes will look like, and second, how stakeholders’ behavior impacts the flow of global commerce throughout the entire supply chain. The latter is what happens when there is an oversupply of goods and services without enough demand for them. Rightsizing the entire supply chain and ensuring data transparency are key in planning for tomorrow’s capacity needs to avoid past challenges. \u003c/p\u003e\u003cp\u003eThe Port Authority of New York and New Jersey and its marine terminal operators continue to advance initiatives to foster digitalization, increase data visibility and enhance communications to port customers and stakeholders. Collectively, these initiatives streamline operations, improve efficiency and increase visibility to support advanced planning and informed decision making. \u003c/p\u003e\u003cp\u003eWe recognize the benefits of data sharing and cargo visibility but believe that these initiatives should remain a commercial decision rather than be mandated through regulation. Currently, most of the cargo visibility metrics included in the US Federal Maritime Commission’s (FMC) data initiative are available via a secure login to our port community system, PortTruckPass, which includes the Terminal Information Portal System (TIPS). Additionally, port-wide performance metrics requested by our customers are published weekly on our Supply Chain Dashboard. \u003c/p\u003e\u003cp\u003eIt’s important to recognize that data alone doesn’t move containers. Shippers must be proactive and remain part of the solution by engaging in available data sharing systems and continued collaboration with their upstream and downstream partners.\u003c/p\u003e\u003cp\u003eOur port stands as an example of effectively disseminating industry data to stakeholders on a good faith basis, and we’re committed to improving information sharing through our established channels. The FMC can best support these initiatives by working with the industry to standardize data metrics, reporting guidelines, cybersecurity protocols and data security to ensure accuracy and consistency. \u003c/p\u003e\u003c/div\u003e","BodyPlainText":"The last several years have shown the supply chain industry two things. First, what the future of forecasted elevated container volumes will look like, and second, how stakeholders’ behavior impacts the flow of global commerce throughout the entire supply chain. The latter is what happens when there is an oversupply of goods and services without enough demand for them. Rightsizing the entire supply chain and ensuring data transparency are key in planning for tomorrow’s capacity needs to avoid past challenges. The Port Authority of New York and New Jersey and its marine terminal operators continue to advance initiatives to foster digitalization, increase data visibility and enhance communications to port customers and stakeholders. Collectively, these initiatives streamline operations, improve efficiency and increase visibility to support advanced planning and informed decision making. We recognize the benefits of data sharing and cargo visibility but believe that these initiatives should remain a commercial decision rather than be mandated through regulation. Currently, most of the cargo visibility metrics included in the US Federal Maritime Commission’s (FMC) data initiative are available via a secure login to our port community system, PortTruckPass, which includes the Terminal Information Portal System (TIPS). Additionally, port-wide performance metrics requested by our customers are published weekly on our Supply Chain Dashboard. It’s important to recognize that data alone doesn’t move containers. Shippers must be proactive and remain part of the solution by engaging in available data sharing systems and continued collaboration with their upstream and downstream partners. Our port stands as an example of effectively disseminating industry data to stakeholders on a good faith basis, and we’re committed to improving information sharing through our established channels. The FMC can best support these initiatives by working with the industry to standardize data metrics, reporting guidelines, cybersecurity protocols and data security to ensure accuracy and consistency.","BodyXml":"\u003ctopic id=\"3c70ef5f-5abd-462f-8e60-49448e154bd4\"\u003e\u003ctitle\u003eBethann Rooney, Director, Port Department, Port of New York and New Jersey\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID6a9005f1-afd2-4c36-9c67-2df172147219\"\u003eRightsizing the entire supply chain and ensuring data transparency are key in planning for tomorrow’s capacity needs to avoid past challenges.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID20bf06a4-6f7d-41cd-9234-2b9d3078afa5\"\u003eThe last several years have shown the supply chain industry two things. First, what the future of forecasted elevated container volumes will look like, and second, how stakeholders’ behavior impacts the flow of global commerce throughout the entire supply chain. The latter is what happens when there is an oversupply of goods and services without enough demand for them. Rightsizing the entire supply chain and ensuring data transparency are key in planning for tomorrow’s capacity needs to avoid past challenges. \u003c/p\u003e\u003cp ID=\"IDe5fd0270-6e5f-4aec-bdd4-a5977fba8a6c\"\u003eThe Port Authority of New York and New Jersey and its marine terminal operators continue to advance initiatives to foster digitalization, increase data visibility and enhance communications to port customers and stakeholders. Collectively, these initiatives streamline operations, improve efficiency and increase visibility to support advanced planning and informed decision making. \u003c/p\u003e\u003cp ID=\"ID24ed646d-8c0c-47a1-b6d9-e045581257ff\"\u003eWe recognize the benefits of data sharing and cargo visibility but believe that these initiatives should remain a commercial decision rather than be mandated through regulation. Currently, most of the cargo visibility metrics included in the US Federal Maritime Commission’s (FMC) data initiative are available via a secure login to our port community system, PortTruckPass, which includes the Terminal Information Portal System (TIPS). Additionally, port-wide performance metrics requested by our customers are published weekly on our Supply Chain Dashboard. \u003c/p\u003e\u003cp ID=\"ID4880daf6-dc98-423e-a0a6-0025980b7010\"\u003eIt’s important to recognize that data alone doesn’t move containers. Shippers must be proactive and remain part of the solution by engaging in available data sharing systems and continued collaboration with their upstream and downstream partners.\u003c/p\u003e\u003cp ID=\"ID6af8d297-f8ab-4e79-b0ac-502d4037ff22\"\u003eOur port stands as an example of effectively disseminating industry data to stakeholders on a good faith basis, and we’re committed to improving information sharing through our established channels. The FMC can best support these initiatives by working with the industry to standardize data metrics, reporting guidelines, cybersecurity protocols and data security to ensure accuracy and consistency. \u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eRightsizing the entire supply chain and ensuring data transparency are key in planning for tomorrow’s capacity needs to avoid past challenges.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Rightsizing the entire supply chain and ensuring data transparency are key in planning for tomorrow’s capacity needs to avoid past challenges.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"41da50a1ae4d4189e1fa06d770d8c1195dc1af29e4ecbd12743c821a55788bb4","EmbargoDate":null,"ModDate":"1721826717117","PhoenixId":5658313,"PublishDate":"1706297763000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Bethann Rooney, Director, Port Department, Port of New York and New Jersey","TitlePlainText":"Bethann Rooney, Director, Port Department, Port of New York and New Jersey","TitleXml":"Bethann Rooney, Director, Port Department, Port of New York and New Jersey","Published":true,"Attachments":[{"FileName":"5658314_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687505_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687505","FeatureImageCopyright":"Bethann Rooney, Director, Port Department, Port of New York and New Jersey","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://panynj.gov","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/bethann-rooney-director-port-department-port-of-new-york-and-new-jersey-5658313","__typename":"Redirect"},{"Path":"/aro/bethann-rooney-director-port-department-port-new-york-and-new-jersey","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658315_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eAs we enter the new year, maritime trade and the supply chain are expected to see a continuation of the significant global economic headwinds experienced in 2023. Imports from Asia, particularly China, declined at major US ports in 2023. Below average volumes are expected to continue in 2024. And recession fears persist as concerns mount about a decrease in consumer spending. \u003c/p\u003e\u003cp\u003eDespite this economic uncertainty, we see rays of sunshine coming through the clouds at West Coast ports. This is due to the successful conclusion of contract negotiations in June between Pacific Maritime Association and the International Longshore and Warehouse Union that resulted in a new six-year agreement that runs through June of 2028. \u003c/p\u003e\u003cp\u003eThe protracted talks adversely impacted West Coast ports by prompting shippers to increasingly divert cargo to rival ports on the Gulf and East Coasts. Since both parties ratified the contract — concluding with a White House ceremony hosted by President Biden — container volumes rebounded in the second half of 2023 after a year of declines. With the labor stability provided by the new agreement, we expect to win back even more cargo in the year ahead. \u003c/p\u003e\u003cp\u003eThe new coastwide contract preserves port workers’ world-class pay and benefits and enables terminal operators to keep investing in technologies to boost productivity, efficiency and, thus, throughput, an imperative for West Coast ports to overcome competitive challenges and maintain their vitality as trade gateways and economic engines. \u003c/p\u003e\u003cp\u003eWe’re keeping a close eye on the global economic challenges that cascade from the docks throughout the US economy. But we’re confident in the ability of West Coast ports to address these challenges. \u003c/p\u003e\u003cp\u003eFrom renewed labor stability and efficient terminals to environmental stewardship and increased coordination with supply chain partners, West Coast ports have the resiliency to confront these challenges and help the shipping industry restore its equilibrium. \u003c/p\u003e\u003c/div\u003e","BodyPlainText":"As we enter the new year, maritime trade and the supply chain are expected to see a continuation of the significant global economic headwinds experienced in 2023. Imports from Asia, particularly China, declined at major US ports in 2023. Below average volumes are expected to continue in 2024. And recession fears persist as concerns mount about a decrease in consumer spending. Despite this economic uncertainty, we see rays of sunshine coming through the clouds at West Coast ports. This is due to the successful conclusion of contract negotiations in June between Pacific Maritime Association and the International Longshore and Warehouse Union that resulted in a new six-year agreement that runs through June of 2028. The protracted talks adversely impacted West Coast ports by prompting shippers to increasingly divert cargo to rival ports on the Gulf and East Coasts. Since both parties ratified the contract — concluding with a White House ceremony hosted by President Biden — container volumes rebounded in the second half of 2023 after a year of declines. With the labor stability provided by the new agreement, we expect to win back even more cargo in the year ahead. The new coastwide contract preserves port workers’ world-class pay and benefits and enables terminal operators to keep investing in technologies to boost productivity, efficiency and, thus, throughput, an imperative for West Coast ports to overcome competitive challenges and maintain their vitality as trade gateways and economic engines. We’re keeping a close eye on the global economic challenges that cascade from the docks throughout the US economy. But we’re confident in the ability of West Coast ports to address these challenges. From renewed labor stability and efficient terminals to environmental stewardship and increased coordination with supply chain partners, West Coast ports have the resiliency to confront these challenges and help the shipping industry restore its equilibrium.","BodyXml":"\u003ctopic id=\"dc83e467-9700-47de-a9e5-34a025f6ceb3\"\u003e\u003ctitle\u003eJames C. McKenna, President and CEO, Pacific Maritime Association (PMA)\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"IDe546db6f-52e8-413f-a528-5e9a13296c69\"\u003eWith the labor stability provided by the new agreement, we expect to win back even more cargo in the year ahead.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID174847ea-394a-4db5-b8bd-b21003c62cc7\"\u003eAs we enter the new year, maritime trade and the supply chain are expected to see a continuation of the significant global economic headwinds experienced in 2023. Imports from Asia, particularly China, declined at major US ports in 2023. Below average volumes are expected to continue in 2024. And recession fears persist as concerns mount about a decrease in consumer spending. \u003c/p\u003e\u003cp ID=\"ID89243015-621a-4d22-a386-423ddb2057de\"\u003eDespite this economic uncertainty, we see rays of sunshine coming through the clouds at West Coast ports. This is due to the successful conclusion of contract negotiations in June between Pacific Maritime Association and the International Longshore and Warehouse Union that resulted in a new six-year agreement that runs through June of 2028. \u003c/p\u003e\u003cp ID=\"IDee9e2986-7273-46c7-be09-691b163ac96f\"\u003eThe protracted talks adversely impacted West Coast ports by prompting shippers to increasingly divert cargo to rival ports on the Gulf and East Coasts. Since both parties ratified the contract — concluding with a White House ceremony hosted by President Biden — container volumes rebounded in the second half of 2023 after a year of declines. With the labor stability provided by the new agreement, we expect to win back even more cargo in the year ahead. \u003c/p\u003e\u003cp ID=\"ID8680527d-7d0e-4017-a45d-e131b60ed3fc\"\u003eThe new coastwide contract preserves port workers’ world-class pay and benefits and enables terminal operators to keep investing in technologies to boost productivity, efficiency and, thus, throughput, an imperative for West Coast ports to overcome competitive challenges and maintain their vitality as trade gateways and economic engines. \u003c/p\u003e\u003cp ID=\"IDa0a0bdff-1cd7-4689-b981-4917295f6a7e\"\u003eWe’re keeping a close eye on the global economic challenges that cascade from the docks throughout the US economy. But we’re confident in the ability of West Coast ports to address these challenges. \u003c/p\u003e\u003cp ID=\"IDe5ada35d-160e-43e7-a82f-61b7240c5af5\"\u003eFrom renewed labor stability and efficient terminals to environmental stewardship and increased coordination with supply chain partners, West Coast ports have the resiliency to confront these challenges and help the shipping industry restore its equilibrium. \u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eWith the labor stability provided by the new agreement, we expect to win back even more cargo in the year ahead.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"With the labor stability provided by the new agreement, we expect to win back even more cargo in the year ahead.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"2d59bd54be14eb8e799d6dae2a1d5071f5c0896f2dea5a668ef5ced9121f7eaa","EmbargoDate":null,"ModDate":"1721826725070","PhoenixId":5658315,"PublishDate":"1706297564000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"James C. McKenna, President and CEO, Pacific Maritime Association (PMA)","TitlePlainText":"James C. McKenna, President and CEO, Pacific Maritime Association (PMA)","TitleXml":"James C. McKenna, President and CEO, Pacific Maritime Association (PMA)","Published":true,"Attachments":[{"FileName":"5658316_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687504_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687504","FeatureImageCopyright":"James C. McKenna, President and CEO, Pacific Maritime Association (PMA)","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://pmanet.org","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/james-c-mckenna-president-and-ceo-pacific-maritime-association-pma-5658315","__typename":"Redirect"},{"Path":"/aro/james-c-mckenna-president-and-ceo-pacific-maritime-association-pma","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658317_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eThe Northwest Seaport Alliance (NWSA) recognizes its crucial role in global trade and its impact on our local, regional and national economy. Over the past year, ports have felt the softening of the market, which has brought distinct challenges. The NWSA’s differentiated lines of business have helped us balance the marketplace variability, with strong breakbulk volumes and auto volumes increasing more than 100%.\u003c/p\u003e\u003cp\u003eThrough partnership with key maritime stakeholders, NWSA is actively focusing on our gateway’s core strengths. We were honored to be recognized as a top port for ease of doing business. Yet, we are making strides to improve service, enhance cargo efficiency and elevate our performance to continue to provide best-in-class service for cargo customers.\u003c/p\u003e\u003cp\u003eThe COVID-19 pandemic exposed the fragility of our global supply chain. In response to these challenges, infrastructure investments are being made both locally and at strategic inland locations, such as the opening of Terminal 5 Phase Two in Seattle and the expansion of Husky Terminal in Tacoma. Additionally, we’re increasing inland terminal partnerships that function as an extension of our marine terminals to better serve import and export customers.\u003c/p\u003e\u003cp\u003eThe shipping and logistics industry is taking bold steps toward more sustainable business practices, while still facing an uncertain pathway to the decarbonization of the supply chain. Working beside our supply chain partners, the NWSA is making progress toward our voluntary goal of zero maritime emissions by 2050 or earlier by adding zero-emission cargo handling equipment, installing shore power infrastructure and collaborating with industry and government to deploy zero-emission drayage trucks across our harbors. \u003c/p\u003e\u003cp\u003eLooking ahead to 2024, global economic uncertainty persists with supply-demand imbalances, higher than normal inflation and global geopolitical challenges. We expect progress on data-sharing initiatives and a continued focus by cargo owners on supply chain strategies that enhance resilience and risk mitigation.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"The Northwest Seaport Alliance (NWSA) recognizes its crucial role in global trade and its impact on our local, regional and national economy. Over the past year, ports have felt the softening of the market, which has brought distinct challenges. The NWSA’s differentiated lines of business have helped us balance the marketplace variability, with strong breakbulk volumes and auto volumes increasing more than 100%. Through partnership with key maritime stakeholders, NWSA is actively focusing on our gateway’s core strengths. We were honored to be recognized as a top port for ease of doing business. Yet, we are making strides to improve service, enhance cargo efficiency and elevate our performance to continue to provide best-in-class service for cargo customers. The COVID-19 pandemic exposed the fragility of our global supply chain. In response to these challenges, infrastructure investments are being made both locally and at strategic inland locations, such as the opening of Terminal 5 Phase Two in Seattle and the expansion of Husky Terminal in Tacoma. Additionally, we’re increasing inland terminal partnerships that function as an extension of our marine terminals to better serve import and export customers. The shipping and logistics industry is taking bold steps toward more sustainable business practices, while still facing an uncertain pathway to the decarbonization of the supply chain. Working beside our supply chain partners, the NWSA is making progress toward our voluntary goal of zero maritime emissions by 2050 or earlier by adding zero-emission cargo handling equipment, installing shore power infrastructure and collaborating with industry and government to deploy zero-emission drayage trucks across our harbors. Looking ahead to 2024, global economic uncertainty persists with supply-demand imbalances, higher than normal inflation and global geopolitical challenges. We expect progress on data-sharing initiatives and a continued focus by cargo owners on supply chain strategies that enhance resilience and risk mitigation.","BodyXml":"\u003ctopic id=\"070f884c-444e-4249-b39e-a9880d6e10f4\"\u003e\u003ctitle\u003eJohn Wolfe, CEO, Northwest Seaport Alliance (NWSA)\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID52d609f1-c4d4-43b9-ab4b-2436760622c7\"\u003eThe shipping and logistics industry is taking bold steps toward more sustainable business practices, while still facing an uncertain pathway to the decarbonization of the supply chain.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID1f5adef2-647c-4089-8db8-c8a3f558da69\"\u003eThe Northwest Seaport Alliance (NWSA) recognizes its crucial role in global trade and its impact on our local, regional and national economy. Over the past year, ports have felt the softening of the market, which has brought distinct challenges. The NWSA’s differentiated lines of business have helped us balance the marketplace variability, with strong breakbulk volumes and auto volumes increasing more than 100%.\u003c/p\u003e\u003cp ID=\"ID5e97abd3-5fdf-49f5-aef1-1675d97ef513\"\u003eThrough partnership with key maritime stakeholders, NWSA is actively focusing on our gateway’s core strengths. We were honored to be recognized as a top port for ease of doing business. Yet, we are making strides to improve service, enhance cargo efficiency and elevate our performance to continue to provide best-in-class service for cargo customers.\u003c/p\u003e\u003cp ID=\"ID00a921aa-2bf6-46fe-bc0b-eeffc8b7e7ea\"\u003eThe COVID-19 pandemic exposed the fragility of our global supply chain. In response to these challenges, infrastructure investments are being made both locally and at strategic inland locations, such as the opening of Terminal 5 Phase Two in Seattle and the expansion of Husky Terminal in Tacoma. Additionally, we’re increasing inland terminal partnerships that function as an extension of our marine terminals to better serve import and export customers.\u003c/p\u003e\u003cp ID=\"IDd9eba78a-cfaf-4b0c-9cf3-f9d3c3e8902e\"\u003eThe shipping and logistics industry is taking bold steps toward more sustainable business practices, while still facing an uncertain pathway to the decarbonization of the supply chain. Working beside our supply chain partners, the NWSA is making progress toward our voluntary goal of zero maritime emissions by 2050 or earlier by adding zero-emission cargo handling equipment, installing shore power infrastructure and collaborating with industry and government to deploy zero-emission drayage trucks across our harbors. \u003c/p\u003e\u003cp ID=\"ID261b4b5a-792b-417c-8971-652cf5d0d970\"\u003eLooking ahead to 2024, global economic uncertainty persists with supply-demand imbalances, higher than normal inflation and global geopolitical challenges. We expect progress on data-sharing initiatives and a continued focus by cargo owners on supply chain strategies that enhance resilience and risk mitigation.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eThe shipping and logistics industry is taking bold steps toward more sustainable business practices, while still facing an uncertain pathway to the decarbonization of the supply chain.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"The shipping and logistics industry is taking bold steps toward more sustainable business practices, while still facing an uncertain pathway to the decarbonization of the supply chain.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"ccff694e019255517e48315fa2e6485d81d7d2ae7428a0059a2db2b7c8e986b4","EmbargoDate":null,"ModDate":"1721826726250","PhoenixId":5658317,"PublishDate":"1706297280000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"John Wolfe, CEO, Northwest Seaport Alliance (NWSA)","TitlePlainText":"John Wolfe, CEO, Northwest Seaport Alliance (NWSA)","TitleXml":"John Wolfe, CEO, Northwest Seaport Alliance (NWSA)","Published":true,"Attachments":[{"FileName":"5658318_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687503_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687503","FeatureImageCopyright":"John Wolfe, CEO, Northwest Seaport Alliance (NWSA)","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://nwseaportalliance.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/john-wolfe-ceo-northwest-seaport-alliance-nwsa-5658317","__typename":"Redirect"},{"Path":"/aro/john-wolfe-ceo-northwest-seaport-alliance-nwsa","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658319_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eI personally hope we can start developing more meaningful partnerships. Our industry behavior has been and still tends to be driven by the fluctuations in supply and demand. While it is understandable to a certain degree, too much focus on it diverts focus away from service quality matters. Being able to have conversations with a longer-term view to develop sustainable relationships among all stakeholders will be key in the coming years, especially as those of us in the shipping industry focus on our green sustainability goals.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"I personally hope we can start developing more meaningful partnerships. Our industry behavior has been and still tends to be driven by the fluctuations in supply and demand. While it is understandable to a certain degree, too much focus on it diverts focus away from service quality matters. Being able to have conversations with a longer-term view to develop sustainable relationships among all stakeholders will be key in the coming years, especially as those of us in the shipping industry focus on our green sustainability goals.","BodyXml":"\u003ctopic id=\"97252a06-ae5f-4522-a9cc-29cc71b03d94\"\u003e\u003ctitle\u003eTakashi Masuda, Senior Vice President, ONE Line North America\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID8cd18aa2-74ad-4f1b-b2d2-ea55a5c98b1c\"\u003eBeing able to have conversations with a longer-term view to develop sustainable relationships among all stakeholders will be key in the coming years.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"IDcb666da8-dfee-49f6-a891-f4129330e541\"\u003eI personally hope we can start developing more meaningful partnerships. Our industry behavior has been and still tends to be driven by the fluctuations in supply and demand. While it is understandable to a certain degree, too much focus on it diverts focus away from service quality matters. Being able to have conversations with a longer-term view to develop sustainable relationships among all stakeholders will be key in the coming years, especially as those of us in the shipping industry focus on our green sustainability goals.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eBeing able to have conversations with a longer-term view to develop sustainable relationships among all stakeholders will be key in the coming years.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Being able to have conversations with a longer-term view to develop sustainable relationships among all stakeholders will be key in the coming years.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"8eb05e7602f05a17a84a889cd335a58201e8b1b011b2a5878fe587976beadfd2","EmbargoDate":null,"ModDate":"1721826727287","PhoenixId":5658319,"PublishDate":"1706296705000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Takashi Masuda, Senior Vice President, ONE Line North America","TitlePlainText":"Takashi Masuda, Senior Vice President, ONE Line North America","TitleXml":"Takashi Masuda, Senior Vice President, ONE Line North America","Published":true,"Attachments":[{"FileName":"5658320_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687502_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687502","FeatureImageCopyright":"Takashi Masuda, Senior Vice President, ONE Line North America","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://us.one-line.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/takashi-masuda-senior-vice-president-one-line-north-america-5658319","__typename":"Redirect"},{"Path":"/aro/takashi-masuda-senior-vice-president-one-line-north-america","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658321_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eThe ocean shipping industry remains abnormal in 2024, following the pandemic surge that stretched the supply chain beyond its limits. The pandemic caused the shipping industry to suffer container shortages, lack of cargo, long wait times at the terminals and rail yards, and unprecedented freight rates. \u003c/p\u003e\u003cp\u003eThe coming year will be more of the same as the current lack of demand for imported products by an overstocked US consumer will have the same effects. Brutally, fewer containers will cause freight rates to go lower than pre-pandemic levels, which some may consider a good thing if you can live with the consequences. The lack of imports during the year will counterbalance lower export volume. Shortages of containers and equipment at inland depots that rely on imports will choke off exports. Meanwhile over stacking of containers at the port terminals will cause congestion issues. \u003c/p\u003e\u003cp\u003eRelief is not on the way, as container ships have added capacity this year that will outpace any increase in demand, making for a longer, drawn-out recovery process. Carriers will need to offset low volume and low revenue to minimize losses by using various strategies like slow steaming, dry docking vessels, skipped voyages and discontinuing services to secondary markets. \u003c/p\u003e\u003cp\u003eThis gives less opportunity for US importers and consumers to move goods into the US. Unanticipated issues, like the current Panama Canal low-water situation, will only add to the delays during the year.\u003c/p\u003e\u003cp\u003eBarring a resurgence in demand for products anytime soon, 2024 gives the impression to be the new abnormal in shipping. Long delays, less opportunity for goods, shortages of equipment and overcrowded terminals seem more of the same. Maybe an election year and economy on the recovery can spark a resurgence of demand to help ocean shipping return to the old ‘normal’ in 2025?\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"The ocean shipping industry remains abnormal in 2024, following the pandemic surge that stretched the supply chain beyond its limits. The pandemic caused the shipping industry to suffer container shortages, lack of cargo, long wait times at the terminals and rail yards, and unprecedented freight rates. The coming year will be more of the same as the current lack of demand for imported products by an overstocked US consumer will have the same effects. Brutally, fewer containers will cause freight rates to go lower than pre-pandemic levels, which some may consider a good thing if you can live with the consequences. The lack of imports during the year will counterbalance lower export volume. Shortages of containers and equipment at inland depots that rely on imports will choke off exports. Meanwhile over stacking of containers at the port terminals will cause congestion issues. Relief is not on the way, as container ships have added capacity this year that will outpace any increase in demand, making for a longer, drawn-out recovery process. Carriers will need to offset low volume and low revenue to minimize losses by using various strategies like slow steaming, dry docking vessels, skipped voyages and discontinuing services to secondary markets. This gives less opportunity for US importers and consumers to move goods into the US. Unanticipated issues, like the current Panama Canal low-water situation, will only add to the delays during the year. Barring a resurgence in demand for products anytime soon, 2024 gives the impression to be the new abnormal in shipping. Long delays, less opportunity for goods, shortages of equipment and overcrowded terminals seem more of the same. Maybe an election year and economy on the recovery can spark a resurgence of demand to help ocean shipping return to the old ‘normal’ in 2025?","BodyXml":"\u003ctopic id=\"ccff4213-f4d5-45d6-9c43-63a22b2a8838\"\u003e\u003ctitle\u003eJoe Saggese, Executive Managing Director, North Atlantic Alliance Association, Inc. (NAAA)\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID04664227-4430-40d3-a70f-973ba30182dc\"\u003eBarring a resurgence in demand for products anytime soon, 2024 gives the impression to be the new abnormal in shipping.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID9490b07b-dacf-4d29-92af-8caf33c2ce1e\"\u003eThe ocean shipping industry remains abnormal in 2024, following the pandemic surge that stretched the supply chain beyond its limits. The pandemic caused the shipping industry to suffer container shortages, lack of cargo, long wait times at the terminals and rail yards, and unprecedented freight rates. \u003c/p\u003e\u003cp ID=\"ID1160bc3b-dcf6-4d16-a6be-5b533fb56bba\"\u003eThe coming year will be more of the same as the current lack of demand for imported products by an overstocked US consumer will have the same effects. Brutally, fewer containers will cause freight rates to go lower than pre-pandemic levels, which some may consider a good thing if you can live with the consequences. The lack of imports during the year will counterbalance lower export volume. Shortages of containers and equipment at inland depots that rely on imports will choke off exports. Meanwhile over stacking of containers at the port terminals will cause congestion issues. \u003c/p\u003e\u003cp ID=\"IDe36cf93b-9c1f-4c9c-911d-ada8e2f54df7\"\u003eRelief is not on the way, as container ships have added capacity this year that will outpace any increase in demand, making for a longer, drawn-out recovery process. Carriers will need to offset low volume and low revenue to minimize losses by using various strategies like slow steaming, dry docking vessels, skipped voyages and discontinuing services to secondary markets. \u003c/p\u003e\u003cp ID=\"IDa8b5e61a-ae6d-4f74-845f-5ed2c9a5bce1\"\u003eThis gives less opportunity for US importers and consumers to move goods into the US. Unanticipated issues, like the current Panama Canal low-water situation, will only add to the delays during the year.\u003c/p\u003e\u003cp ID=\"ID6538c04e-664a-4c96-8ab7-f93365bf6c8a\"\u003eBarring a resurgence in demand for products anytime soon, 2024 gives the impression to be the new abnormal in shipping. Long delays, less opportunity for goods, shortages of equipment and overcrowded terminals seem more of the same. Maybe an election year and economy on the recovery can spark a resurgence of demand to help ocean shipping return to the old ‘normal’ in 2025?\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eBarring a resurgence in demand for products anytime soon, 2024 gives the impression to be the new abnormal in shipping.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Barring a resurgence in demand for products anytime soon, 2024 gives the impression to be the new abnormal in shipping.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"bf6854ef1c99be9d7902771357b148e0536a59f6d43a8136b7bdd34baff50d53","EmbargoDate":null,"ModDate":"1721826728637","PhoenixId":5658321,"PublishDate":"1706296494000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Joe Saggese, Executive Managing Director, North Atlantic Alliance Association, Inc. (NAAA)","TitlePlainText":"Joe Saggese, Executive Managing Director, North Atlantic Alliance Association, Inc. (NAAA)","TitleXml":"Joe Saggese, Executive Managing Director, North Atlantic Alliance Association, Inc. (NAAA)","Published":true,"Attachments":[{"FileName":"5658322_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687501_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687501","FeatureImageCopyright":"Joe Saggese, Executive Managing Director, North Atlantic Alliance Association, Inc. 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Not only has a severe drought led to Panama Canal capacity restrictions, but high inventory levels and worsening economic conditions mean diminished consumer demand. \u003c/p\u003e\u003cp\u003eIn these uncertain economic times, shippers and ocean carriers must be vigilant in optimizing their supply chain network, putting a premium on flexibility, efficiency and resilience. This means considering alternatives outside of traditional, long-standing supply chains and having a willingness to adjust to ensure alignment with the optimal port partners. Factors to contemplate when choosing these partners should be based on basic economics: cost, demand and speed and proximity to market. \u003c/p\u003e\u003cp\u003eUnderserved markets and gateways have been ignored for too long, adding unnecessary costs and inefficiencies in supply chains. This is an important consideration during times of rising expenses and eroding profit margins. Shippers and ocean carriers have the opportunity to re-evaluate their overall supply chain design by tapping into those port partners that have the infrastructure in place to deliver unique valued-added services, cost savings and best-in-class productivity. \u003c/p\u003e\u003cp\u003eIt’s also important for shippers to consider population growth projections in this decision-making process as growth drives the demand for freight transport. The US South Atlantic is one of the fastest-growing regions in the country, particularly the state of North Carolina. With an understanding that population shifts imply an increased production and consumption of goods, NC Ports has made significant infrastructure investments in order to serve this growing region while providing shippers and ocean carriers with best-in-class service. In today’s competitive business and trade environment, amidst a complicated economic backdrop, the phrase “speed is money” is more pertinent than ever.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"There are several near-term headwinds and macroeconomic challenges facing the broader container shipping industry, and US East Coast Ports in particular. Not only has a severe drought led to Panama Canal capacity restrictions, but high inventory levels and worsening economic conditions mean diminished consumer demand. In these uncertain economic times, shippers and ocean carriers must be vigilant in optimizing their supply chain network, putting a premium on flexibility, efficiency and resilience. This means considering alternatives outside of traditional, long-standing supply chains and having a willingness to adjust to ensure alignment with the optimal port partners. Factors to contemplate when choosing these partners should be based on basic economics: cost, demand and speed and proximity to market. Underserved markets and gateways have been ignored for too long, adding unnecessary costs and inefficiencies in supply chains. This is an important consideration during times of rising expenses and eroding profit margins. Shippers and ocean carriers have the opportunity to re-evaluate their overall supply chain design by tapping into those port partners that have the infrastructure in place to deliver unique valued-added services, cost savings and best-in-class productivity. It’s also important for shippers to consider population growth projections in this decision-making process as growth drives the demand for freight transport. The US South Atlantic is one of the fastest-growing regions in the country, particularly the state of North Carolina. With an understanding that population shifts imply an increased production and consumption of goods, NC Ports has made significant infrastructure investments in order to serve this growing region while providing shippers and ocean carriers with best-in-class service. In today’s competitive business and trade environment, amidst a complicated economic backdrop, the phrase “speed is money” is more pertinent than ever.","BodyXml":"\u003ctopic id=\"a19c8745-3035-4aa2-b693-bc179ca9599c\"\u003e\u003ctitle\u003eBrian E. Clark, Executive Director, North Carolina State Ports Authority (NC Ports)\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"IDf667336e-c991-4a72-be9b-3e62bc9f1c39\"\u003eThere has also been meaningful industry investment and substantial growth outside our gates that will grow volumes through our terminals.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID86706700-e3b6-4126-a1d7-c69ea58f0591\"\u003eThere are several near-term headwinds and macroeconomic challenges facing the broader container shipping industry, and US East Coast Ports in particular. Not only has a severe drought led to Panama Canal capacity restrictions, but high inventory levels and worsening economic conditions mean diminished consumer demand. \u003c/p\u003e\u003cp ID=\"ID1427bd29-885a-4c64-bde4-3ff825b7304b\"\u003eIn these uncertain economic times, shippers and ocean carriers must be vigilant in optimizing their supply chain network, putting a premium on flexibility, efficiency and resilience. This means considering alternatives outside of traditional, long-standing supply chains and having a willingness to adjust to ensure alignment with the optimal port partners. Factors to contemplate when choosing these partners should be based on basic economics: cost, demand and speed and proximity to market. \u003c/p\u003e\u003cp ID=\"ID10f0f5dc-d0ec-420f-874b-6a83f7380094\"\u003eUnderserved markets and gateways have been ignored for too long, adding unnecessary costs and inefficiencies in supply chains. This is an important consideration during times of rising expenses and eroding profit margins. Shippers and ocean carriers have the opportunity to re-evaluate their overall supply chain design by tapping into those port partners that have the infrastructure in place to deliver unique valued-added services, cost savings and best-in-class productivity. \u003c/p\u003e\u003cp ID=\"ID0f22867a-7d73-4952-85fa-977616e4efaf\"\u003eIt’s also important for shippers to consider population growth projections in this decision-making process as growth drives the demand for freight transport. The US South Atlantic is one of the fastest-growing regions in the country, particularly the state of North Carolina. With an understanding that population shifts imply an increased production and consumption of goods, NC Ports has made significant infrastructure investments in order to serve this growing region while providing shippers and ocean carriers with best-in-class service. In today’s competitive business and trade environment, amidst a complicated economic backdrop, the phrase “speed is money” is more pertinent than ever.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eThere has also been meaningful industry investment and substantial growth outside our gates that will grow volumes through our terminals.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"There has also been meaningful industry investment and substantial growth outside our gates that will grow volumes through our terminals.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"9b0f0cf5424c5e6bf76dc4b18bfb5b2f06f16c0fade7cf9f4cb80f70a22cd22f","EmbargoDate":null,"ModDate":"1721826730097","PhoenixId":5658323,"PublishDate":"1706296302000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Brian E. Clark, Executive Director, North Carolina State Ports Authority (NC Ports)","TitlePlainText":"Brian E. Clark, Executive Director, North Carolina State Ports Authority (NC Ports)","TitleXml":"Brian E. Clark, Executive Director, North Carolina State Ports Authority (NC Ports)","Published":true,"Attachments":[{"FileName":"5658324_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687500_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687500","FeatureImageCopyright":"Brian E. 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The tempest of risks facing shipping and logistics is unlikely to provide predictability as current global disruptions will continue to reveal the fragility of global supply chains. This may be a depressing outlook, but the state of world affairs deserves nothing less than a severe review.\u003c/p\u003e\u003cp\u003eGlobal unrest, whether arising from geopolitical tensions or conflicts, has emerged as a formidable threat to shipping and logistics. Consider the ongoing Israel-Palestine conflict, which has the potential to disrupt key shipping routes and shift supply chains, and Russia’s war against Ukraine, which has already hurt global commodity trading and inflated prices. \u003c/p\u003e\u003cp\u003eChina’s position on world affairs, its trade relationships, a strengthening Sino-Russian axis and its assertive stance on various international issues also loom large. The industry is inextricably linked with China’s manufacturing and trade prowess, making its policies and actions significant determinants of stability. Trade, political and military tensions with China can create insecurity and impact global supply chain operations.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"Our industry is yearning for normalcy but 2024 won’t deliver it. The tempest of risks facing shipping and logistics is unlikely to provide predictability as current global disruptions will continue to reveal the fragility of global supply chains. This may be a depressing outlook, but the state of world affairs deserves nothing less than a severe review. Global unrest, whether arising from geopolitical tensions or conflicts, has emerged as a formidable threat to shipping and logistics. Consider the ongoing Israel-Palestine conflict, which has the potential to disrupt key shipping routes and shift supply chains, and Russia’s war against Ukraine, which has already hurt global commodity trading and inflated prices. China’s position on world affairs, its trade relationships, a strengthening Sino-Russian axis and its assertive stance on various international issues also loom large. The industry is inextricably linked with China’s manufacturing and trade prowess, making its policies and actions significant determinants of stability. Trade, political and military tensions with China can create insecurity and impact global supply chain operations.","BodyXml":"\u003ctopic id=\"4a307c97-f7f7-41fd-84dc-5bd305a96573\"\u003e\u003ctitle\u003eMarcus L. Arky, CEO, Metro Group Maritime\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"IDf59b8d8d-8f6c-490e-937a-cdaa301acd0c\"\u003eThe tempest of risks facing shipping and logistics is unlikely to provide predictability as current global disruptions will continue to reveal the fragility of global supply chains.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID99b36718-a8a3-4a7a-b51e-9b66cbdf28ea\"\u003eOur industry is yearning for normalcy but 2024 won’t deliver it. The tempest of risks facing shipping and logistics is unlikely to provide predictability as current global disruptions will continue to reveal the fragility of global supply chains. This may be a depressing outlook, but the state of world affairs deserves nothing less than a severe review.\u003c/p\u003e\u003cp ID=\"IDd7ae61c2-518c-40c9-95bb-f3e3a3b54c6a\"\u003eGlobal unrest, whether arising from geopolitical tensions or conflicts, has emerged as a formidable threat to shipping and logistics. Consider the ongoing Israel-Palestine conflict, which has the potential to disrupt key shipping routes and shift supply chains, and Russia’s war against Ukraine, which has already hurt global commodity trading and inflated prices. \u003c/p\u003e\u003cp ID=\"IDc6ebc86c-5766-4517-a317-c6ade4cef66b\"\u003eChina’s position on world affairs, its trade relationships, a strengthening Sino-Russian axis and its assertive stance on various international issues also loom large. The industry is inextricably linked with China’s manufacturing and trade prowess, making its policies and actions significant determinants of stability. Trade, political and military tensions with China can create insecurity and impact global supply chain operations.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eThe tempest of risks facing shipping and logistics is unlikely to provide predictability as current global disruptions will continue to reveal the fragility of global supply chains.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"The tempest of risks facing shipping and logistics is unlikely to provide predictability as current global disruptions will continue to reveal the fragility of global supply chains.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"c7e5feaf5c3ffe0b0962a4abf6e66728f50f1df6660534d97a04e3a5cbc61fa6","EmbargoDate":null,"ModDate":"1721827235593","PhoenixId":5658846,"PublishDate":"1706219975000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Marcus L. Arky, CEO, Metro Group Maritime","TitlePlainText":"Marcus L. Arky, CEO, Metro Group Maritime","TitleXml":"Marcus L. Arky, CEO, Metro Group Maritime","Published":true,"Attachments":[{"FileName":"5658847_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687496_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687496","FeatureImageCopyright":"Marcus L. Arky, CEO, Metro Group Maritime","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://mgmus.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/marcus-l-arky-ceo-metro-group-maritime-5658846","__typename":"Redirect"},{"Path":"/aro/marcus-l-arky-ceo-metro-group-maritime-2","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658848_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eEfficiency within the supply chain ebbs and flows. During the ebbs, shippers must assess how to improve efficiency. The supply chain has the overall goal of moving freight, and it is essential to assess how things are done today to improve efficiency tomorrow. Ports realize they play an integral part in the supply chain’s success or failure; however, rising to the demand for tackling decisive issues through open communication and collaboration is vital to solving challenges in the future. \u003c/p\u003e\u003cp\u003eI caution that collaboration is not one-sided. Diversifying the movement of cargo and strategizing infrastructure investments to meet shipper needs, especially during downtimes, is critical. Infrastructure is a crucial part that impacts port flow and all stakeholders. While ports are having conversations beyond the dock, those involved can lend their voices to advocating for infrastructure advancements and improvements to handle larger vessels, which will directly impact regional economics.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"Efficiency within the supply chain ebbs and flows. During the ebbs, shippers must assess how to improve efficiency. The supply chain has the overall goal of moving freight, and it is essential to assess how things are done today to improve efficiency tomorrow. Ports realize they play an integral part in the supply chain’s success or failure; however, rising to the demand for tackling decisive issues through open communication and collaboration is vital to solving challenges in the future. I caution that collaboration is not one-sided. Diversifying the movement of cargo and strategizing infrastructure investments to meet shipper needs, especially during downtimes, is critical. Infrastructure is a crucial part that impacts port flow and all stakeholders. While ports are having conversations beyond the dock, those involved can lend their voices to advocating for infrastructure advancements and improvements to handle larger vessels, which will directly impact regional economics.","BodyXml":"\u003ctopic id=\"75ec4b73-eeec-46a0-83fa-ae50c9414fd5\"\u003e\u003ctitle\u003eStephen Lyman, Executive Director, Maritime Association of the Port of New York/New Jersey\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"IDd7fe3d23-f232-490c-8e73-2dfd248dd302\"\u003eRising to the demand for tackling decisive issues through open communication and collaboration is vital to solving challenges in the future.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"IDd89b0c4f-e8d8-4665-8dca-0bda9c0f8153\"\u003eEfficiency within the supply chain ebbs and flows. During the ebbs, shippers must assess how to improve efficiency. The supply chain has the overall goal of moving freight, and it is essential to assess how things are done today to improve efficiency tomorrow. Ports realize they play an integral part in the supply chain’s success or failure; however, rising to the demand for tackling decisive issues through open communication and collaboration is vital to solving challenges in the future. \u003c/p\u003e\u003cp ID=\"ID58bc2d81-08ad-4db7-ab06-12555037d488\"\u003eI caution that collaboration is not one-sided. Diversifying the movement of cargo and strategizing infrastructure investments to meet shipper needs, especially during downtimes, is critical. Infrastructure is a crucial part that impacts port flow and all stakeholders. While ports are having conversations beyond the dock, those involved can lend their voices to advocating for infrastructure advancements and improvements to handle larger vessels, which will directly impact regional economics.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eRising to the demand for tackling decisive issues through open communication and collaboration is vital to solving challenges in the future.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Rising to the demand for tackling decisive issues through open communication and collaboration is vital to solving challenges in the future.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"e135f1b90137511e451007d9f331fc945ad4e96ab96e5a8cdeafa18088a1be67","EmbargoDate":null,"ModDate":"1721827242650","PhoenixId":5658848,"PublishDate":"1706219788000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Stephen Lyman, Executive Director, Maritime Association of the Port of New York/New Jersey","TitlePlainText":"Stephen Lyman, Executive Director, Maritime Association of the Port of New York/New Jersey","TitleXml":"Stephen Lyman, Executive Director, Maritime Association of the Port of New York/New Jersey","Published":true,"Attachments":[{"FileName":"5658849_1.0.png","FileType":"FeatureImage","Order":0,"Title":"3687495_FI.png","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687495","FeatureImageCopyright":"Stephen Lyman, Executive Director, Maritime Association of the Port of New York/New Jersey","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://nymaritime.org","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/stephen-lyman-executive-director-maritime-association-of-the-port-of-new-yorknew-jersey-5658848","__typename":"Redirect"},{"Path":"/aro/stephen-lyman-executive-director-maritime-association-port-new-yorknew-jersey","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658850_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eThere is no shortage of LinkedIn posts and articles predicting the challenges that importers face as we enter 2024. Though many could be listed here, there is one that rises above the others and that is the certainty of uncertainty. We can expect continued disruptions to occur through 2024. Of all the challenges and disruptive uncertainty that has been listed by the media and consulting groups, etc., there is one possible solution that can put a company on track to effectively manage their supply chain through troubled times: digitization.\u003c/p\u003e\u003cp\u003eDigitization, if done properly, can provide a company with a collaborative platform allowing each stakeholder to perform their respective tasks more efficiently and timely. A single source of truth, or in other terms, a single database hosted in the cloud with integrations to stakeholders, can provide an end-to-end platform with which to effectively manage your supply chain. The collaborative nature of a cloud-based solution provides the user with real time transparency to factories, orders, vessel schedules and deliveries. It creates a foundation for certainty in uncertain times.\u003c/p\u003e\u003cp\u003eThis is possible and doable with today’s technology despite the disparity of systems and the lack of standards in the container shipping industry. And it can be done at an item level. But success at achieving a single source of truth will take effort and commitment. It will take ownership at all levels of a company. A collaborative cloud-based platform will allow a company to map their network in such a way as to know at any given time where their product is being made, shipped from and shipped out. Alerts can advise a manager when things go wrong. This concept is not new. The question is why companies are not yet embracing it. Are you ready for disruptions in 2024?\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"There is no shortage of LinkedIn posts and articles predicting the challenges that importers face as we enter 2024. Though many could be listed here, there is one that rises above the others and that is the certainty of uncertainty. We can expect continued disruptions to occur through 2024. Of all the challenges and disruptive uncertainty that has been listed by the media and consulting groups, etc., there is one possible solution that can put a company on track to effectively manage their supply chain through troubled times: digitization. Digitization, if done properly, can provide a company with a collaborative platform allowing each stakeholder to perform their respective tasks more efficiently and timely. A single source of truth, or in other terms, a single database hosted in the cloud with integrations to stakeholders, can provide an end-to-end platform with which to effectively manage your supply chain. The collaborative nature of a cloud-based solution provides the user with real time transparency to factories, orders, vessel schedules and deliveries. It creates a foundation for certainty in uncertain times. This is possible and doable with today’s technology despite the disparity of systems and the lack of standards in the container shipping industry. And it can be done at an item level. But success at achieving a single source of truth will take effort and commitment. It will take ownership at all levels of a company. A collaborative cloud-based platform will allow a company to map their network in such a way as to know at any given time where their product is being made, shipped from and shipped out. Alerts can advise a manager when things go wrong. This concept is not new. The question is why companies are not yet embracing it. Are you ready for disruptions in 2024?","BodyXml":"\u003ctopic id=\"0b51a122-2551-4cb3-8fc1-2afb0942f317\"\u003e\u003ctitle\u003eJon Monroe, President, Jon Monroe Consulting\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID579f2fb5-78fd-4628-89ac-261916c473d3\"\u003eDigitization, if done properly, can provide a company with a collaborative platform allowing each stakeholder to perform their respective tasks more efficiently and timely. \u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID4f84a12e-22b4-475f-9710-8b18c40d0569\"\u003eThere is no shortage of LinkedIn posts and articles predicting the challenges that importers face as we enter 2024. Though many could be listed here, there is one that rises above the others and that is the certainty of uncertainty. We can expect continued disruptions to occur through 2024. Of all the challenges and disruptive uncertainty that has been listed by the media and consulting groups, etc., there is one possible solution that can put a company on track to effectively manage their supply chain through troubled times: digitization.\u003c/p\u003e\u003cp ID=\"IDbe89b624-4b63-43a1-8ad0-b83e9db243ce\"\u003eDigitization, if done properly, can provide a company with a collaborative platform allowing each stakeholder to perform their respective tasks more efficiently and timely. A single source of truth, or in other terms, a single database hosted in the cloud with integrations to stakeholders, can provide an end-to-end platform with which to effectively manage your supply chain. The collaborative nature of a cloud-based solution provides the user with real time transparency to factories, orders, vessel schedules and deliveries. It creates a foundation for certainty in uncertain times.\u003c/p\u003e\u003cp ID=\"ID57dbb7d6-eff8-4fde-aed6-968dc5ac28e2\"\u003eThis is possible and doable with today’s technology despite the disparity of systems and the lack of standards in the container shipping industry. And it can be done at an item level. But success at achieving a single source of truth will take effort and commitment. It will take ownership at all levels of a company. A collaborative cloud-based platform will allow a company to map their network in such a way as to know at any given time where their product is being made, shipped from and shipped out. Alerts can advise a manager when things go wrong. This concept is not new. The question is why companies are not yet embracing it. Are you ready for disruptions in 2024?\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eDigitization, if done properly, can provide a company with a collaborative platform allowing each stakeholder to perform their respective tasks more efficiently and timely. \u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Digitization, if done properly, can provide a company with a collaborative platform allowing each stakeholder to perform their respective tasks more efficiently and timely.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"a7d98a7cf7648a0bffa57338621cedfed18417d58fdfcc2f960394fa4778c81c","EmbargoDate":null,"ModDate":"1721827243527","PhoenixId":5658850,"PublishDate":"1706219640000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Jon Monroe, President, Jon Monroe Consulting","TitlePlainText":"Jon Monroe, President, Jon Monroe Consulting","TitleXml":"Jon Monroe, President, Jon Monroe Consulting","Published":true,"Attachments":[{"FileName":"5658851_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687494_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687494","FeatureImageCopyright":"Jon Monroe, President, Jon Monroe Consulting","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://jonmonroe.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/jon-monroe-president-jon-monroe-consulting-5658850","__typename":"Redirect"},{"Path":"/aro/jon-monroe-president-jon-monroe-consulting-0","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658852_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003e“Hindsight is 20/20.” One only has a complete understanding of an event once it has happened. Now that the unprecedented cargo volumes handled at US ports in 2022 have to some extent normalized, it’s time to implement the lessons learned to prepare for the next surge to ensure future sustainability. \u003c/p\u003e\u003cp\u003eThe paralyzing congestion had its genesis in limited options for alternative non-terminal cargo storage and entrenched behaviors preventing the utilization of extended marine terminal hours. Cargo interests must investigate inland solutions for loads and empty container storage to allow for the expeditious removal of cargo from terminals, like the Port Authority of New York and New Jersey’s recently created Warehouse Directory, for which they’re seeking additional entries to update it. Others should follow suit. The flow of empty containers should be monitored to ensure that an overabundance of empties do not accumulate. Stakeholders should investigate potential areas near their respective port facilities as potential sites for pop-up empty yards for future needs. However, knowing the availability of alternative storage options is not enough. We must change behavior regarding the pickup and delivery of cargo. Stakeholders should work with cargo receiving and storage facilities operators on maintaining operational hours that provide greater flexibility for motor carriers. This would cut down on terminal queues and enhance terminal productivity later in the day. Now is the time to encourage cargo interests and motor carriers to utilize data initiatives that provide enhanced cargo information designed to facilitate terminal efficiency. In the Port of New York and New Jersey, this information is available through TIPS, a portal that provides unified container watchlists with advanced searching, the ability to download containers, booking and group code information through email notification, PDF and Excel formats, cargo hold information, vessel schedules with list and calendar views, and empty return instructions. The understanding of what occurred in 2022 must provide the impetus to implement systemic changes to avoid similar disruptions in the future.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"“Hindsight is 20/20.” One only has a complete understanding of an event once it has happened. Now that the unprecedented cargo volumes handled at US ports in 2022 have to some extent normalized, it’s time to implement the lessons learned to prepare for the next surge to ensure future sustainability. The paralyzing congestion had its genesis in limited options for alternative non-terminal cargo storage and entrenched behaviors preventing the utilization of extended marine terminal hours. Cargo interests must investigate inland solutions for loads and empty container storage to allow for the expeditious removal of cargo from terminals, like the Port Authority of New York and New Jersey’s recently created Warehouse Directory, for which they’re seeking additional entries to update it. Others should follow suit. The flow of empty containers should be monitored to ensure that an overabundance of empties do not accumulate. Stakeholders should investigate potential areas near their respective port facilities as potential sites for pop-up empty yards for future needs. However, knowing the availability of alternative storage options is not enough. We must change behavior regarding the pickup and delivery of cargo. Stakeholders should work with cargo receiving and storage facilities operators on maintaining operational hours that provide greater flexibility for motor carriers. This would cut down on terminal queues and enhance terminal productivity later in the day. Now is the time to encourage cargo interests and motor carriers to utilize data initiatives that provide enhanced cargo information designed to facilitate terminal efficiency. In the Port of New York and New Jersey, this information is available through TIPS, a portal that provides unified container watchlists with advanced searching, the ability to download containers, booking and group code information through email notification, PDF and Excel formats, cargo hold information, vessel schedules with list and calendar views, and empty return instructions. The understanding of what occurred in 2022 must provide the impetus to implement systemic changes to avoid similar disruptions in the future.","BodyXml":"\u003ctopic id=\"48fea70c-e2f9-443d-a59f-ee640b0f938b\"\u003e\u003ctitle\u003eCarol Notias Lambos, Partner, The Lambos Firm, LLP\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"IDcd3c8e73-6464-452d-86a0-5b4df10938d0\"\u003eNow is the time to encourage cargo interests and motor carriers to utilize data initiatives that provide enhanced cargo information designed to facilitate terminal efficiency.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"IDb1151fa4-acc3-47f2-bc8e-de92c00ac004\"\u003e“Hindsight is 20/20.” One only has a complete understanding of an event once it has happened. Now that the unprecedented cargo volumes handled at US ports in 2022 have to some extent normalized, it’s time to implement the lessons learned to prepare for the next surge to ensure future sustainability. \u003c/p\u003e\u003cp ID=\"IDd009722c-9831-40a0-a10d-def9e029a40a\"\u003eThe paralyzing congestion had its genesis in limited options for alternative non-terminal cargo storage and entrenched behaviors preventing the utilization of extended marine terminal hours. Cargo interests must investigate inland solutions for loads and empty container storage to allow for the expeditious removal of cargo from terminals, like the Port Authority of New York and New Jersey’s recently created Warehouse Directory, for which they’re seeking additional entries to update it. Others should follow suit. The flow of empty containers should be monitored to ensure that an overabundance of empties do not accumulate. Stakeholders should investigate potential areas near their respective port facilities as potential sites for pop-up empty yards for future needs. However, knowing the availability of alternative storage options is not enough. We must change behavior regarding the pickup and delivery of cargo. Stakeholders should work with cargo receiving and storage facilities operators on maintaining operational hours that provide greater flexibility for motor carriers. This would cut down on terminal queues and enhance terminal productivity later in the day. Now is the time to encourage cargo interests and motor carriers to utilize data initiatives that provide enhanced cargo information designed to facilitate terminal efficiency. In the Port of New York and New Jersey, this information is available through TIPS, a portal that provides unified container watchlists with advanced searching, the ability to download containers, booking and group code information through email notification, PDF and Excel formats, cargo hold information, vessel schedules with list and calendar views, and empty return instructions. The understanding of what occurred in 2022 must provide the impetus to implement systemic changes to avoid similar disruptions in the future.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eNow is the time to encourage cargo interests and motor carriers to utilize data initiatives that provide enhanced cargo information designed to facilitate terminal efficiency.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Now is the time to encourage cargo interests and motor carriers to utilize data initiatives that provide enhanced cargo information designed to facilitate terminal efficiency.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"192b4f8f4f749947dbeb8b3bc47411c8edd83cc78e7c103176df1ef0582cc6b1","EmbargoDate":null,"ModDate":"1721827244540","PhoenixId":5658852,"PublishDate":"1706219330000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Carol Notias Lambos, Partner, The Lambos Firm, LLP","TitlePlainText":"Carol Notias Lambos, Partner, The Lambos Firm, LLP","TitleXml":"Carol Notias Lambos, Partner, The Lambos Firm, LLP","Published":true,"Attachments":[{"FileName":"5658853_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687492_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687492","FeatureImageCopyright":"Carol Notias Lambos, Partner, The Lambos Firm, LLP","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://thelambosfirm.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/carol-notias-lambos-partner-the-lambos-firm-llp-5658852","__typename":"Redirect"},{"Path":"/aro/carol-notias-lambos-partner-lambos-firm-llp-1","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658710_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eThe past few years have brought many challenges to the container industry, but the fundamental dynamics remain solid. North America is an established and extremely important market. \u003c/p\u003e\u003cp\u003eLarger ships generally means higher box exchanges, though specific market dynamics remain. Loaded Asian imports will remain the dominant activity at major US and Canadian ports and pressure will remain on these gateways to get the containers moved onto the next leg of the supply chain, whether its trucking, rail, transloading or onward distribution.\u003c/p\u003e\u003cp\u003eThis is where port partners have a crucial role to play. A port can have large cranes, sufficient berth space for the ships and a good efficient workforce, but the truckers and rail road partners need to play their part with service quality, and there must be room in warehouses and transload centers.\u003c/p\u003e\u003cp\u003eThis simply proves that while ports are a vital part of the supply chain, the network itself is a partnership between all parties.\u003c/p\u003e\u003cp\u003eIn 2024, US and Canadian ports will be looking to recover from the throughput challenges of 2023. With the industry now hopeful of being fully over the challenges caused by COVID-19, it’s possible to take stock. Comparison to pre-pandemic throughput levels in 2019 is a good gauge. However, there will be some changes in the market. Continued vessel cascading will occur and the forthcoming end of the 2M Alliance will see changes to liner shipping deployments and schedules and, potentially, ports of call.\u003c/p\u003e\u003cp\u003eNevertheless, from a port perspective the basic fundamentals will remain. A good geographic location, modern and efficient equipment and good support infrastructure are always of paramount importance. The challenge will be the same as it is every year — all links in the supply chain performing optimally to ensure the most efficient level of service to BCOs.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"The past few years have brought many challenges to the container industry, but the fundamental dynamics remain solid. North America is an established and extremely important market. Larger ships generally means higher box exchanges, though specific market dynamics remain. Loaded Asian imports will remain the dominant activity at major US and Canadian ports and pressure will remain on these gateways to get the containers moved onto the next leg of the supply chain, whether its trucking, rail, transloading or onward distribution. This is where port partners have a crucial role to play. A port can have large cranes, sufficient berth space for the ships and a good efficient workforce, but the truckers and rail road partners need to play their part with service quality, and there must be room in warehouses and transload centers. This simply proves that while ports are a vital part of the supply chain, the network itself is a partnership between all parties. In 2024, US and Canadian ports will be looking to recover from the throughput challenges of 2023. With the industry now hopeful of being fully over the challenges caused by COVID-19, it’s possible to take stock. Comparison to pre-pandemic throughput levels in 2019 is a good gauge. However, there will be some changes in the market. Continued vessel cascading will occur and the forthcoming end of the 2M Alliance will see changes to liner shipping deployments and schedules and, potentially, ports of call. Nevertheless, from a port perspective the basic fundamentals will remain. A good geographic location, modern and efficient equipment and good support infrastructure are always of paramount importance. The challenge will be the same as it is every year — all links in the supply chain performing optimally to ensure the most efficient level of service to BCOs.","BodyXml":"\u003ctopic id=\"f8062960-8993-4d51-a3bb-163fd7c7a6a3\"\u003e\u003ctitle\u003eDean Davidson, Head of Maritime Advisory, Infrata\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"IDc43176ab-305b-4678-b345-0e34f351087e\"\u003eThis simply proves that while ports are a vital part of the supply chain, the network itself is a partnership between all parties.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID49b8c660-2979-4ea0-89a8-255cd4513d36\"\u003eThe past few years have brought many challenges to the container industry, but the fundamental dynamics remain solid. North America is an established and extremely important market. \u003c/p\u003e\u003cp ID=\"ID8740b462-40d8-485e-8417-b8407ad40eb1\"\u003eLarger ships generally means higher box exchanges, though specific market dynamics remain. Loaded Asian imports will remain the dominant activity at major US and Canadian ports and pressure will remain on these gateways to get the containers moved onto the next leg of the supply chain, whether its trucking, rail, transloading or onward distribution.\u003c/p\u003e\u003cp ID=\"ID08ce1a7b-d5c5-4293-bea1-f54848a3bc3b\"\u003eThis is where port partners have a crucial role to play. A port can have large cranes, sufficient berth space for the ships and a good efficient workforce, but the truckers and rail road partners need to play their part with service quality, and there must be room in warehouses and transload centers.\u003c/p\u003e\u003cp ID=\"ID78d80b97-a434-4b78-bd3f-66ff83ee5495\"\u003eThis simply proves that while ports are a vital part of the supply chain, the network itself is a partnership between all parties.\u003c/p\u003e\u003cp ID=\"ID3e507c67-b8ec-4f0e-adc1-22c008a73c93\"\u003eIn 2024, US and Canadian ports will be looking to recover from the throughput challenges of 2023. With the industry now hopeful of being fully over the challenges caused by COVID-19, it’s possible to take stock. Comparison to pre-pandemic throughput levels in 2019 is a good gauge. However, there will be some changes in the market. Continued vessel cascading will occur and the forthcoming end of the 2M Alliance will see changes to liner shipping deployments and schedules and, potentially, ports of call.\u003c/p\u003e\u003cp ID=\"ID2d52fff9-39e7-4400-974b-a67b876ca0c8\"\u003eNevertheless, from a port perspective the basic fundamentals will remain. A good geographic location, modern and efficient equipment and good support infrastructure are always of paramount importance. The challenge will be the same as it is every year — all links in the supply chain performing optimally to ensure the most efficient level of service to BCOs.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eThis simply proves that while ports are a vital part of the supply chain, the network itself is a partnership between all parties.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"This simply proves that while ports are a vital part of the supply chain, the network itself is a partnership between all parties.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"56f3ccd9b65e91f9e2d490c065486911e6d9838eef289757a5ef519786fce509","EmbargoDate":null,"ModDate":"1721827115687","PhoenixId":5658710,"PublishDate":"1706219174000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Dean Davidson, Head of Maritime Advisory, Infrata","TitlePlainText":"Dean Davidson, Head of Maritime Advisory, Infrata","TitleXml":"Dean Davidson, Head of Maritime Advisory, Infrata","Published":true,"Attachments":[{"FileName":"5658711_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687491_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687491","FeatureImageCopyright":"Dean Davidson, Head of Maritime Advisory, Infrata","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://infrata.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/dean-davidson-head-of-maritime-advisory-infrata-5658710","__typename":"Redirect"},{"Path":"/aro/dean-davidson-head-maritime-advisory-infrata","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658712_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eThe global supply chain industry has been facing pressing challenges that has led shippers to look for their path to resilience in uncertain times, focusing on cutting costs and creating an efficient supply chain that can withstand crises. And this is what we have started to see with our industry — shifting from globalization to regionalization to manage risk efficiently, aiming to redefine future value chains. \u003c/p\u003e\u003cp\u003eAmid shifts in global trade dynamics, “tactical nearshoring” has emerged as a viable solution – which allows shippers to produce the goods where they have traditionally been produced but then moved to and stored at tactical hubs that are near to the consumption areas, especially in the automotive sector, where cars in containers being the norm as the roll-on/roll-off (ro/ro) sector capacity crunch continues.\u003c/p\u003e\u003cp\u003eFor instance, China as a major vehicle exporter is witnessing a growing influx of manufacturers venturing into shipping, which will put further strain on container services. Gulftainer is currently engaging with the electric vehicle (EV) industry from China as we see a wave of opportunity for our strategically located trade hub in the Northern Emirates, Khorfakkan Container Terminal. \u003c/p\u003e\u003cp\u003eIt can help cut the time, distance and cost while adding to the resilience of the supply chain. It also has the potential to almost act as a storage and last-mile distribution hub across geographies, and it’s only two to five steaming days away from major ports in India, Saudi Arabia, Iraq and countries in East Africa, with a wider reach covering the Commonwealth of Independent States countries. We look forward to the real value that future rail link potential project can bring to Khorfakkan and the trade landscape in the region.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"The global supply chain industry has been facing pressing challenges that has led shippers to look for their path to resilience in uncertain times, focusing on cutting costs and creating an efficient supply chain that can withstand crises. And this is what we have started to see with our industry — shifting from globalization to regionalization to manage risk efficiently, aiming to redefine future value chains. Amid shifts in global trade dynamics, “tactical nearshoring” has emerged as a viable solution – which allows shippers to produce the goods where they have traditionally been produced but then moved to and stored at tactical hubs that are near to the consumption areas, especially in the automotive sector, where cars in containers being the norm as the roll-on/roll-off (ro/ro) sector capacity crunch continues. For instance, China as a major vehicle exporter is witnessing a growing influx of manufacturers venturing into shipping, which will put further strain on container services. Gulftainer is currently engaging with the electric vehicle (EV) industry from China as we see a wave of opportunity for our strategically located trade hub in the Northern Emirates, Khorfakkan Container Terminal. It can help cut the time, distance and cost while adding to the resilience of the supply chain. It also has the potential to almost act as a storage and last-mile distribution hub across geographies, and it’s only two to five steaming days away from major ports in India, Saudi Arabia, Iraq and countries in East Africa, with a wider reach covering the Commonwealth of Independent States countries. We look forward to the real value that future rail link potential project can bring to Khorfakkan and the trade landscape in the region.","BodyXml":"\u003ctopic id=\"eec9e9c3-4eab-4733-adff-d58f76a0f2f7\"\u003e\u003ctitle\u003eAndrew Hoad, Chief Commercial Officer, Gulftainer\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"IDa8027827-1a06-45d0-a971-8b656765755e\"\u003eThis is what we have started to see with our industry — shifting from globalization to regionalization to manage risk efficiently, aiming to redefine future value chains.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"IDd2986b4c-01a6-4a03-80c0-2148880c321e\"\u003eThe global supply chain industry has been facing pressing challenges that has led shippers to look for their path to resilience in uncertain times, focusing on cutting costs and creating an efficient supply chain that can withstand crises. And this is what we have started to see with our industry — shifting from globalization to regionalization to manage risk efficiently, aiming to redefine future value chains. \u003c/p\u003e\u003cp ID=\"IDc4789b89-f381-459b-bae8-a06cec151f9d\"\u003eAmid shifts in global trade dynamics, “tactical nearshoring” has emerged as a viable solution – which allows shippers to produce the goods where they have traditionally been produced but then moved to and stored at tactical hubs that are near to the consumption areas, especially in the automotive sector, where cars in containers being the norm as the roll-on/roll-off (ro/ro) sector capacity crunch continues.\u003c/p\u003e\u003cp ID=\"ID647756d1-a4f9-4057-b6e8-fecc4ff27ff5\"\u003eFor instance, China as a major vehicle exporter is witnessing a growing influx of manufacturers venturing into shipping, which will put further strain on container services. Gulftainer is currently engaging with the electric vehicle (EV) industry from China as we see a wave of opportunity for our strategically located trade hub in the Northern Emirates, Khorfakkan Container Terminal. \u003c/p\u003e\u003cp ID=\"IDd77f2226-0b2b-4c21-a23c-47f583dd0f0c\"\u003eIt can help cut the time, distance and cost while adding to the resilience of the supply chain. It also has the potential to almost act as a storage and last-mile distribution hub across geographies, and it’s only two to five steaming days away from major ports in India, Saudi Arabia, Iraq and countries in East Africa, with a wider reach covering the Commonwealth of Independent States countries. We look forward to the real value that future rail link potential project can bring to Khorfakkan and the trade landscape in the region.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eThis is what we have started to see with our industry — shifting from globalization to regionalization to manage risk efficiently, aiming to redefine future value chains.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"This is what we have started to see with our industry — shifting from globalization to regionalization to manage risk efficiently, aiming to redefine future value chains.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"b939821c0f9ba0bf11ee184d50e975c830f422e645ceefca7b75d1bba8cc8270","EmbargoDate":null,"ModDate":"1721827117097","PhoenixId":5658712,"PublishDate":"1706218994000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Andrew Hoad, Chief Commercial Officer, Gulftainer","TitlePlainText":"Andrew Hoad, Chief Commercial Officer, Gulftainer","TitleXml":"Andrew Hoad, Chief Commercial Officer, Gulftainer","Published":true,"Attachments":[{"FileName":"5658713_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687490_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687490","FeatureImageCopyright":"Andrew Hoad, Chief Commercial Officer, Gulftainer","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://gulftainer.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/andrew-hoad-chief-commercial-officer-gulftainer-5658712","__typename":"Redirect"},{"Path":"/aro/andrew-hoad-chief-commercial-officer-gulftainer","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658714_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eChallenges are opportunities for improvement, and I am very enthusiastic about the possibilities that still exist to improve the customer experience, remove waste and make the industry more sustainable. This is achievable if we collaborate. We have the technology, tools and capabilities to drive change for the better. The customer experience still isn’t where it needs to be, compared to more digitally advanced industries like banking, telco and retail. Parties involved in container shipping must be equipped to exchange accurate, timely information in formats that enable rapid, informed decision-making. Unfortunately, slow, error-prone, paper-based processes endure; they’re costly, and they detract from the experience — and growth — of global trade. Digitalization is one of the levers for change, and there is progress. Over the past year, our standardized APIs have been called on more than 100 million times per month. More is needed, but we are pleased with the momentum. \u003c/p\u003e\u003cp\u003eRegulators are moving too. As the first of the G7 countries, the UK’s passing of the Electronic Trade Documents Act marks a major milestone toward digital trade. We see several countries taking similar action, and the UN continues to drive adoption of the Model Law on Electronic Transferable Records. \u003c/p\u003e\u003cp\u003eThe percentage of electronic bills of lading has increased too — from 1.2% at the end of 2021 to 3.7% in the fourth quarter of 2023, in support of paperless trade. Standardized, timely and digital communication can improve efficiency, visibility and sustainability. Digital standards assist by bringing an interoperable layer to different platforms and systems shippers and transport providers use. \u003c/p\u003e\u003cp\u003eStandards and technology create a foundation for the digital evolution, but the biggest challenge we face concerns people and process. To reap the benefits of the opportunities we have, and solve the sustainability challenge, collaboration is fundamental — it is ultimately about people.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"Challenges are opportunities for improvement, and I am very enthusiastic about the possibilities that still exist to improve the customer experience, remove waste and make the industry more sustainable. This is achievable if we collaborate. We have the technology, tools and capabilities to drive change for the better. The customer experience still isn’t where it needs to be, compared to more digitally advanced industries like banking, telco and retail. Parties involved in container shipping must be equipped to exchange accurate, timely information in formats that enable rapid, informed decision-making. Unfortunately, slow, error-prone, paper-based processes endure; they’re costly, and they detract from the experience — and growth — of global trade. Digitalization is one of the levers for change, and there is progress. Over the past year, our standardized APIs have been called on more than 100 million times per month. More is needed, but we are pleased with the momentum. Regulators are moving too. As the first of the G7 countries, the UK’s passing of the Electronic Trade Documents Act marks a major milestone toward digital trade. We see several countries taking similar action, and the UN continues to drive adoption of the Model Law on Electronic Transferable Records. The percentage of electronic bills of lading has increased too — from 1.2% at the end of 2021 to 3.7% in the fourth quarter of 2023, in support of paperless trade. Standardized, timely and digital communication can improve efficiency, visibility and sustainability. Digital standards assist by bringing an interoperable layer to different platforms and systems shippers and transport providers use. Standards and technology create a foundation for the digital evolution, but the biggest challenge we face concerns people and process. To reap the benefits of the opportunities we have, and solve the sustainability challenge, collaboration is fundamental — it is ultimately about people.","BodyXml":"\u003ctopic id=\"36aa2051-d2b4-44b3-85c8-072e72e3106b\"\u003e\u003ctitle\u003eThomas Bagge, CEO, Digital Container Shipping Association (DCSA)\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID6b4a5d36-ebb0-416b-8293-78b7f7cc0685\"\u003eStandards and technology create a foundation for the digital evolution, but the biggest challenge we face concerns people and process.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID473d5750-e8ba-4f77-bff4-9b830ae57bbd\"\u003eChallenges are opportunities for improvement, and I am very enthusiastic about the possibilities that still exist to improve the customer experience, remove waste and make the industry more sustainable. This is achievable if we collaborate. We have the technology, tools and capabilities to drive change for the better. The customer experience still isn’t where it needs to be, compared to more digitally advanced industries like banking, telco and retail. Parties involved in container shipping must be equipped to exchange accurate, timely information in formats that enable rapid, informed decision-making. Unfortunately, slow, error-prone, paper-based processes endure; they’re costly, and they detract from the experience — and growth — of global trade. Digitalization is one of the levers for change, and there is progress. Over the past year, our standardized APIs have been called on more than 100 million times per month. More is needed, but we are pleased with the momentum. \u003c/p\u003e\u003cp ID=\"IDf5daaacc-1cf7-44aa-a38b-8771b2512ce3\"\u003eRegulators are moving too. As the first of the G7 countries, the UK’s passing of the Electronic Trade Documents Act marks a major milestone toward digital trade. We see several countries taking similar action, and the UN continues to drive adoption of the Model Law on Electronic Transferable Records. \u003c/p\u003e\u003cp ID=\"IDaf34aaf3-0940-4fcd-a6da-0ab9b503c955\"\u003eThe percentage of electronic bills of lading has increased too — from 1.2% at the end of 2021 to 3.7% in the fourth quarter of 2023, in support of paperless trade. Standardized, timely and digital communication can improve efficiency, visibility and sustainability. Digital standards assist by bringing an interoperable layer to different platforms and systems shippers and transport providers use. \u003c/p\u003e\u003cp ID=\"ID9dd9da28-a542-4be6-bb86-ca4436442a1d\"\u003eStandards and technology create a foundation for the digital evolution, but the biggest challenge we face concerns people and process. To reap the benefits of the opportunities we have, and solve the sustainability challenge, collaboration is fundamental — it is ultimately about people.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eStandards and technology create a foundation for the digital evolution, but the biggest challenge we face concerns people and process.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Standards and technology create a foundation for the digital evolution, but the biggest challenge we face concerns people and process.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"83c9c4fdcf808774fce45a9ae82e9d3538ad794f37a49c8e5d545572d5906bb2","EmbargoDate":null,"ModDate":"1721827118363","PhoenixId":5658714,"PublishDate":"1706208586000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Thomas Bagge, CEO, Digital Container Shipping Association (DCSA)","TitlePlainText":"Thomas Bagge, CEO, Digital Container Shipping Association (DCSA)","TitleXml":"Thomas Bagge, CEO, Digital Container Shipping Association (DCSA)","Published":true,"Attachments":[{"FileName":"5658715_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687485_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687485","FeatureImageCopyright":"Thomas Bagge, CEO, Digital Container Shipping Association (DCSA)","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://dcsa.org","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/thomas-bagge-ceo-digital-container-shipping-association-dcsa-5658714","__typename":"Redirect"},{"Path":"/aro/thomas-bagge-ceo-digital-container-shipping-association-dcsa-0","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658716_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eThe container shipping industry is navigating a turbulent landscape in 2024, facing a multitude of challenges that threaten its profitability and service stability. Consumer demand is sluggish due to inflationary pressures in Western economies, with projections indicating a mere 2% to 3% growth in containerized goods demand. China, a pivotal driver of container shipping, has experienced an export slowdown, further complicating the industry’s outlook. \u003c/p\u003e\u003cp\u003eCarriers will need to adapt their service networks to cater to emerging markets while grappling with the oversupply of container ships commissioned in recent years. This excess capacity will exert downward pressure on freight rates throughout 2024. To counteract this, carriers will resort to capacity management measures such as blank sailings, vessel idling and slow steaming, posing logistical challenges for shippers in planning their cargo movements. Shippers will need to remain agile and adaptable to cope with these service disruptions. \u003c/p\u003e\u003cp\u003eAdding to the industry’s uncertainty are impending regulatory changes, including the termination of antitrust block exemptions for liner shipping companies and the implementation of the EU Emissions Trading System (EU ETS) in 2024. Carriers will be forced to reconsider their existing cooperation through shipping alliances and restructure their service offerings to comply with these regulations. The EU ETS will impose additional carbon pricing obligations on carriers, further elevating their operating expenses. \u003c/p\u003e\u003cp\u003eThese changes are likely to have a significant impact on the profitability of the liner shipping industry, which will ultimately be passed on to shippers in the form of increased shipping costs to regulated regions. In this dynamic market environment, shippers must remain aware of the cyclical nature of the industry and maintain close relationships with their core carriers. Striking the right balance between utilizing spot market rates and securing long-term carrier contracts will be a critical strategic decision for shippers in the coming year.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"The container shipping industry is navigating a turbulent landscape in 2024, facing a multitude of challenges that threaten its profitability and service stability. Consumer demand is sluggish due to inflationary pressures in Western economies, with projections indicating a mere 2% to 3% growth in containerized goods demand. China, a pivotal driver of container shipping, has experienced an export slowdown, further complicating the industry’s outlook. Carriers will need to adapt their service networks to cater to emerging markets while grappling with the oversupply of container ships commissioned in recent years. This excess capacity will exert downward pressure on freight rates throughout 2024. To counteract this, carriers will resort to capacity management measures such as blank sailings, vessel idling and slow steaming, posing logistical challenges for shippers in planning their cargo movements. Shippers will need to remain agile and adaptable to cope with these service disruptions. Adding to the industry’s uncertainty are impending regulatory changes, including the termination of antitrust block exemptions for liner shipping companies and the implementation of the EU Emissions Trading System (EU ETS) in 2024. Carriers will be forced to reconsider their existing cooperation through shipping alliances and restructure their service offerings to comply with these regulations. The EU ETS will impose additional carbon pricing obligations on carriers, further elevating their operating expenses. These changes are likely to have a significant impact on the profitability of the liner shipping industry, which will ultimately be passed on to shippers in the form of increased shipping costs to regulated regions. In this dynamic market environment, shippers must remain aware of the cyclical nature of the industry and maintain close relationships with their core carriers. Striking the right balance between utilizing spot market rates and securing long-term carrier contracts will be a critical strategic decision for shippers in the coming year.","BodyXml":"\u003ctopic id=\"ae616d0a-213a-44d7-8958-d9b1f13c15f2\"\u003e\u003ctitle\u003eAlhan Haq, Head of Global FCL Procurement, deugro\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID6eb8b842-0835-4e14-bf43-f0934091aac9\"\u003eCarriers will need to adapt their service networks to cater to emerging markets while grappling with the oversupply of container ships commissioned in recent years.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"ID29c2eae1-b15e-4aa2-ace9-28540f1abf25\"\u003eThe container shipping industry is navigating a turbulent landscape in 2024, facing a multitude of challenges that threaten its profitability and service stability. Consumer demand is sluggish due to inflationary pressures in Western economies, with projections indicating a mere 2% to 3% growth in containerized goods demand. China, a pivotal driver of container shipping, has experienced an export slowdown, further complicating the industry’s outlook. \u003c/p\u003e\u003cp ID=\"IDb2ee54ad-68e0-4e07-8d34-4d0438a30cc8\"\u003eCarriers will need to adapt their service networks to cater to emerging markets while grappling with the oversupply of container ships commissioned in recent years. This excess capacity will exert downward pressure on freight rates throughout 2024. To counteract this, carriers will resort to capacity management measures such as blank sailings, vessel idling and slow steaming, posing logistical challenges for shippers in planning their cargo movements. Shippers will need to remain agile and adaptable to cope with these service disruptions. \u003c/p\u003e\u003cp ID=\"IDbe2dbcf5-3e0b-47f8-9921-ec287300bed8\"\u003eAdding to the industry’s uncertainty are impending regulatory changes, including the termination of antitrust block exemptions for liner shipping companies and the implementation of the EU Emissions Trading System (EU ETS) in 2024. Carriers will be forced to reconsider their existing cooperation through shipping alliances and restructure their service offerings to comply with these regulations. The EU ETS will impose additional carbon pricing obligations on carriers, further elevating their operating expenses. \u003c/p\u003e\u003cp ID=\"IDd47aec2d-10fc-4cb6-84ef-a88811d4695a\"\u003eThese changes are likely to have a significant impact on the profitability of the liner shipping industry, which will ultimately be passed on to shippers in the form of increased shipping costs to regulated regions. In this dynamic market environment, shippers must remain aware of the cyclical nature of the industry and maintain close relationships with their core carriers. Striking the right balance between utilizing spot market rates and securing long-term carrier contracts will be a critical strategic decision for shippers in the coming year.\u003c/p\u003e\u003c/body\u003e\u003c/topic\u003e","AbstractHtml":"\u003cdiv class=\"phx-topic abstract-wrapper\"\u003e\u003cp\u003eCarriers will need to adapt their service networks to cater to emerging markets while grappling with the oversupply of container ships commissioned in recent years.\u003c/p\u003e\u003c/div\u003e","AbstractPlainText":"Carriers will need to adapt their service networks to cater to emerging markets while grappling with the oversupply of container ships commissioned in recent years.","AbstractXml":null,"Diagnostics":null,"DocumentCheckSum":"c8cc271d352951c99198201111a010a9031c5106a4e182a85c2cdc0ed8436d4e","EmbargoDate":null,"ModDate":"1721827119320","PhoenixId":5658716,"PublishDate":"1706208374000","RelatedTo":[],"SubscriberName":"JournalOfCommerce","TitleHtml":"Alhan Haq, Head of Global FCL Procurement, deugro","TitlePlainText":"Alhan Haq, Head of Global FCL Procurement, deugro","TitleXml":"Alhan Haq, Head of Global FCL Procurement, deugro","Published":true,"Attachments":[{"FileName":"5658717_1.0.jpg","FileType":"FeatureImage","Order":0,"Title":"3687484_FI.jpg","__typename":"Attachment"}],"Metadata":{"OldDocumentId":"3687484","FeatureImageCopyright":"Alhan Haq, Head of Global FCL Procurement, deugro","BylineOverwrite":"JOC Staff","AuthorCompanyOrEventLink":"https://deugro.com","PaywallLocked":false,"__typename":"Metadata"},"Taxonomy":{"AroYear":[{"Id":"72","Name":"2024","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"Y-2024","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"AroCategory":[{"Id":"68","Name":"Maritime","Menu":false,"MetaTitle":null,"MetaDescription":null,"JocCategories":"ARO-Maritime","CategoryDescription":null,"ParentId":null,"__typename":"TaxonomyDictionary"}],"__typename":"Taxonomy"},"DataDeliveryTaxonomy":{"ConnectAuthorsValues":[{"Id":"3026","Value":"JOC Staff","ValueHierarchy":"Journal of Commerce;JOC Staff","AuxilaryMetadata":null,"__typename":"ConnectAuthorsValues"}],"__typename":"DataDeliveryTaxonomy"},"Redirects":[{"Path":"/aro/alhan-haq-head-of-global-fcl-procurement-deugro-5658716","__typename":"Redirect"},{"Path":"/aro/alhan-haq-head-global-fcl-procurement-deugro","__typename":"Redirect"}],"__typename":"Document"},{"Id":"5658718_JournalOfCommerce","BodyHtml":"\u003cdiv class=\"phx-topic\"\u003e\u003cp\u003eThe market will be weaker than in the previous two years but still on sound levels. We expect further adjustment of freight rates at a slower pace than last year, especially in Asia. Cargo volumes in many industry segments — like oil and gas or mining — are expected to stay rather stable, except for wind power, which we see lagging behind expectations until the end of 2024. Overall, earnings will still be decent, especially when compared to 2010–19. While the bulk and container segments put some pressure on the MPP sector, the shortage in the roll-on/roll-off (ro/ro) sector is somewhat balancing this out. We remain optimistic in the medium and long term as the tonnage supply will be tight.\u003c/p\u003e\u003cp\u003eCurrent newbuildings activity does not have the potential of causing overcapacity as in bulk or container markets. We ourselves are replacing older tonnage with newbuilds, but as older vessels leave, our fleet will not expand remarkably. The age structure of the world’s multipurpose fleet will only see marginal influence from the current orderbook, while EEXI and CII will also influence fleet sizes.\u003c/p\u003e\u003cp\u003eThe EU Emissions Trading System (ETS) coming into force for shipping on January 1, 2024, represents a factor of uncertainty. Shipping — and the entire project sector — must adapt to additional costs, which, ultimately, will have to be borne by those ordering transportation from, into or within the EU. There still appears to be a need for more information and transparency on what EU ETS means for customers and their cargoes.\u003c/p\u003e\u003c/div\u003e","BodyPlainText":"The market will be weaker than in the previous two years but still on sound levels. We expect further adjustment of freight rates at a slower pace than last year, especially in Asia. Cargo volumes in many industry segments — like oil and gas or mining — are expected to stay rather stable, except for wind power, which we see lagging behind expectations until the end of 2024. Overall, earnings will still be decent, especially when compared to 2010–19. While the bulk and container segments put some pressure on the MPP sector, the shortage in the roll-on/roll-off (ro/ro) sector is somewhat balancing this out. We remain optimistic in the medium and long term as the tonnage supply will be tight. Current newbuildings activity does not have the potential of causing overcapacity as in bulk or container markets. We ourselves are replacing older tonnage with newbuilds, but as older vessels leave, our fleet will not expand remarkably. The age structure of the world’s multipurpose fleet will only see marginal influence from the current orderbook, while EEXI and CII will also influence fleet sizes. The EU Emissions Trading System (ETS) coming into force for shipping on January 1, 2024, represents a factor of uncertainty. Shipping — and the entire project sector — must adapt to additional costs, which, ultimately, will have to be borne by those ordering transportation from, into or within the EU. There still appears to be a need for more information and transparency on what EU ETS means for customers and their cargoes.","BodyXml":"\u003ctopic id=\"6fcda841-f981-4ecf-8813-1a62395b35f8\"\u003e\u003ctitle\u003eUlrich Ulrichs, CEO, BBC Chartering\u003c/title\u003e\u003csummary\u003e\u003cp ID=\"ID3a02cbc5-3c19-4122-a909-b7f1998155db\"\u003eShipping — and the entire project sector — must adapt to additional costs, which, ultimately, will have to be borne by those ordering transportation from, into or within the EU.\u003c/p\u003e\u003c/summary\u003e\u003cbody\u003e\u003cp ID=\"IDdd2c52c4-3b13-4357-9fdb-6bcbbc331f8b\"\u003eThe market will be weaker than in the previous two years but still on sound levels. We expect further adjustment of freight rates at a slower pace than last year, especially in Asia. Cargo volumes in many industry segments — like oil and gas or mining — are expected to stay rather stable, except for wind power, which we see lagging behind expectations until the end of 2024. Overall, earnings will still be decent, especially when compared to 2010–19. While the bulk and container segments put some pressure on the MPP sector, the shortage in the roll-on/roll-off (ro/ro) sector is somewhat balancing this out. We remain optimistic in the medium and long term as the tonnage supply will be tight.\u003c/p\u003e\u003cp ID=\"ID37eacfc3-6126-40a0-9e47-6cf11e7581a7\"\u003eCurrent newbuildings activity does not have the potential of causing overcapacity as in bulk or container markets. We ourselves are replacing older tonnage with newbuilds, but as older vessels leave, our fleet will not expand remarkably. The age structure of the world’s multipurpose fleet will only see marginal influence from the current orderbook, while EEXI and CII will also influence fleet sizes.\u003c/p\u003e\u003cp ID=\"ID3c3b76ee-279f-49c2-a157-cc579ee0ea02\"\u003eThe EU Emissions Trading System (ETS) coming into force for shipping on January 1, 2024, represents a factor of uncertainty. Shipping — and the entire project sector — must adapt to additional costs, which, ultimately, will have to be borne by those ordering transportation from, into or within the EU. 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