The Port of Long Beach , located in California, United States, reached its highest level of activity for that month in August 2026 and the fifth most intense in 115 years of history,  by moving 919,992 TEUs (20-foot containers) , which represented an increase of 2% compared to August 2025, despite the environment generated by tariffs and geopolitical uncertainty.

Imports grew 3.6% , reaching 456,100 TEUs, while exports increased 4% , with 99,754 TEUs.

In contrast, the movement of empty containers decreased by 0.39%, to stand at 364,138 TEUs.

With this result, the Port of Long Beach accumulated 6,678,078 TEUs between January and August 2026 , an increase of 1.3% compared to the same period last year.

“Our August figures indicate that carriers continue to adapt to tariffs and geopolitical uncertainty and are confident in the Port of Long Beach’s ability to deliver,” said Noel Hacegaba, CEO of the Port of Long Beach.

The executive added that the figures also reflect the importance of maintaining a safe port for its users.

Infrastructure to increase capacity

Long Beach maintains a modernization program aimed at increasing its capacity and operational efficiency.

The port plans to invest $3.3 billion in capital over the next decade , aimed at modernizing infrastructure and developing digital systems to improve the efficiency and visibility of operations.

Within its vision towards 2050, the facility plans to double its current container handling capacity to reach 20 million TEUs annually .

The strategy also envisions moving towards zero-emission operations , in line with the environmental objectives set by the port.

Currently, the Port of Long Beach handles cargo valued at $300 billion annually and, according to the port authority, its activities contribute to generating 2.7 million jobs in the United States .

The Port of Long Beach is the United States’ primary gateway for transpacific trade. It handles over $300 billion in cargo annually  and is one of the 18 strategic commercial seaports in the United States.

Main image taken from the X account of the Port of Long Beach .

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El cargo Port of Long Beach reaches its best August in 115 years apareció primero en T21.

The Grupo CICE Semi-Specialized Container and Cargo Terminal , located in the North Bay of the port of Veracruz, opened a new operational stage with the commissioning of two Liebherr P180 LS Multipurpose Rail Cranes (GPR) , equipment with which the company expands its capabilities to serve maritime services and perform maneuvers with different cargo configurations.

The integration of the equipment progressed from the installation phase to commercial operation with the service of two shipping lines. The first was ALTAMIRA EXPRESS, operated by CMA CGM , with the arrival of the vessel ELBBRIDGE ; while the second crane became operational with the ZIM GULF TOUCAN service, operated by ZIM Integrated Shipping Services , during the stopover of the SPYROS V.

With these operations, both teams were formally integrated into the work scheme of the North Bay terminal, expanding the resources available to respond to the needs of the shipping lines that call at this facility in the port of Veracruz.

One of the key features of the new cranes is precisely their versatility. The Liebherr P180 LS cranes have a safe lifting capacity of up to 65 tons and can reach up to 80 tons using Twin Lift operations, a configuration that allows for the simultaneous handling of two containers.

For operations requiring higher capacities, the cranes can work in tandem , handling loads between 80 and 100 tons. This feature is particularly relevant for a facility that, in addition to container handling, is designed to handle project cargo, where the dimensions and weights of the components require different operational configurations than those used in conventional containerized cargo handling.

In addition, it has a capacity of up to 20 rows of containers , a feature that expands the possibilities for serving vessels and strengthens the terminal’s capacity to meet the demands posed by the evolution of maritime services.

The addition of the equipment also has a technological component. The GPR cranes are equipped with ROS systems for remote operation , as well as Active Front End technology, which allows for energy recovery during certain phases of crane operation. In this way, the expansion of physical capabilities is accompanied by tools designed to optimize maneuvers and the performance of port operations.

The commissioning of the two cranes is thus integrated into the operational development of the Semi-Specialized Container and Cargo Terminal Project of Grupo CICE in Bahía Norte, an infrastructure from which the company seeks to increase its capacity to respond to the dynamics of maritime services that connect the port of Veracruz with different markets.

Beyond adding two pieces of equipment to its infrastructure, its commissioning expands Grupo CICE’s options for handling different types of maneuvers from the same terminal, both for containerized cargo and for operations that demand greater lifting capacities.

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El cargo CICE puts new cranes into operation in Veracruz; expands capacity for maritime services apareció primero en T21.

LIMA, PERU – Behind every major infrastructure project lies something less visible than concrete or steel: a leadership structure capable of managing decisions, risks, contracts, and resources for years. At the Panama Canal, this capacity has become one of the assets underpinning a new phase of transformation aimed at expanding the country’s role in international trade , not only as an interoceanic waterway but also as a logistics platform. 

That was one of the ideas shared by Ilya Espino de Marotta, Deputy Administrator and Sustainability Officer of the Panama Canal Authority (ACP) , during the PMI LATAM Conference 2026  organized by the Project Management Institute (PMI)  in this South American capital, where she explained how the experience accumulated in the expansion now serves to govern a portfolio that includes the Rio Indio Lake, two port terminals, an energy corridor and a logistics corridor. 

The recent history of the Canal offers a point of reference. The expansion, approved by referendum and built with an investment of $5.25 billion, has now been in operation for a decade. Although the project experienced a delay of about a year and a half, it remained within budget, and today the Neopanamax locks generate more than half of the Canal’s revenue with approximately a quarter of its transits. 

The result connects with a central discussion from the PMI meeting: a project doesn’t end when the work is delivered . Its value emerges when the infrastructure demonstrates capacity, productivity, revenue, or resilience. 

In the Panamanian case, achieving that result required a specific governance structure. For the expansion, the Panama Canal Authority (ACP) concentrated critical functions related to engineering, finance, environment, dredging, and execution within a single vice presidency, preventing the project from depending on multiple corporate areas for each decision. Espino de Marotta described it as the creation of “a mini Panama Canal within the Panama Canal .

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El cargo Behind the Canal: The strategy that is building Panama’s next logistics hub apareció primero en T21.

Contecon Manzanillo took the land operation of the Specialized Container Terminal II (TEC II) to a new level by evacuating an average of two thousand import containers by road transport every 24 hours, a record that, beyond the volume achieved, puts on the table the impact that the recent extension of customs hours can have on the fluidity of the logistics chain in the main container port of Mexico.

The record was reached on August 20 and 21, when the terminal moved nearly four thousand containers by land over a two-day period. According to the company, this is a record figure for the Port of Manzanillo and was made possible after extending the windows for cargo pickup and strengthening coordination with Manzanillo Customs.

One of the factors behind this behavior was precisely the implementation of the “24/2” system , whereby customs operations are maintained for 24 continuous hours from Thursday to Friday. This allows for the distribution of appointments for the release of goods over a wider window and prevents truckers from having to interrupt their operations while waiting for customs services to reopen.

The result is relevant for port operations where simply increasing the capacity to receive and handle containers within the terminals is not enough . The speed at which cargo can leave the port area and continue to its inland destination also determines equipment turnover, yard utilization, and the system’s capacity to absorb larger volumes.

According to the Average Time Indicator for Trucking in Ports (ITPAP) , prepared by T21 Business Intelligence, the port had closed June with an average of 5:34:16 hours in the time it takes a truck to enter, pick up imported goods and leave the port, but a month later the indicator climbed to 12:50:27, a difference of 7:16:11.

In that sense, Customs increased from 2:43:36 to 6:11:30 hours; maneuvers went from 1:12:56 to 2:45:48; and waiting advanced from 1:37:43 to 3:53:08.

“Reaching this record demonstrates that the investments and changes we have made at Contecon are yielding results. We have strengthened our operational capacity and, at the same time, worked in coordination with the Manzanillo Customs Office to expedite the release of goods. This allows us to handle larger cargo volumes and be more efficient as part of the logistics chain,” said José Antonio Contreras, CEO of Contecon Manzanillo, in a press release.

The extended hours are combined with changes to the scheduling and service processes . According to data released by the terminal, since week 31, appointment fulfillment has remained above 95%, an indicator that points to greater continuity between the dispatch of containers and the arrival of the vehicles responsible for collecting them.

This performance also coincides with the capacity expansions that Contecon has been developing since 2023 at TEC II. The combination of infrastructure, operational capacity, and greater availability of customs services allowed for faster goods shipments and improved truck turnover during the days when the record was set.

Contreras believes that maintaining a more flexible operation can have effects that extend beyond the terminal itself. “A flexible and continuous customs operation, in coordination with the terminal, has a direct and positive impact on the logistics chain. We will continue to seek improvements and solutions that translate into faster turnaround times for carriers and a more efficient operation,” he added.

The challenge now will be maintaining those evacuation levels as volumes increase. Contecon estimates reaching approximately 9,800 containers per week moved by truck, a figure that would represent a 20% increase compared to the weekly average recorded during 2025.

Thus, the record set in August is not solely associated with the number of containers dispatched in 24 hours, but also with the ability to coordinate infrastructure, terminal, customs, and land transport . In a port where cargo growth demands that the various links in the chain advance at a similar pace, the continuity of outbound processes becomes crucial to prevent increased maritime capacity from shifting the pressure onto storage yards, access roads, and land transport.

For the first seven months of this year, Contecon Manzanillo has handled 1,022,181 twenty-foot containers (TEUs) , a 20.1% increase compared to the same period last year, according to data from the National Port System Administration (Asipoona) Manzanillo .

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El cargo Contecon breaks record in Manzanillo: evacuates 2,000 containers in 24 hours apareció primero en T21.

APM Terminals Mexico closed the first half of 2026 with a 35% year-on-year growth in container traffic at its Lázaro Cárdenas terminal , while its Yucatán operation exceeded 41,000 TEUs (20-foot containers), at a time when both facilities are undergoing modernization processes and the company is advancing in the electrification of its port operations.

Between January and June, APM Terminals Lázaro Cárdenas moved 684,599 TEUs , compared to 508,506 registered during the same period in 2025, a difference of 176,093 TEUs that shows the increase in activity observed during the first six months of the year.

A significant portion of this volume was related to transshipment cargo . By the end of June, the terminal had accumulated 416,102 TEUs under this type of operation, equivalent to approximately 61% of all containers handled during the period.

This trend was also reflected in cargo directly linked to trade flows, with the movement of full containers increasing by 37% during the first half of the year. Both indicators demonstrate the increased volume being processed by the Lázaro Cárdenas facility and the continued importance of transshipments within its operational mix.

This growth is occurring in parallel with the modernization process that APM Terminals is developing in its Mexican operations, where automation, digitization and process improvement are part of the strategy to increase cargo handling capacity and sustain higher volumes.

In southeastern Mexico, the operation operates on a different scale. APM Terminals Yucatán handled 41,442 TEUs during the first six months of 2026, while the terminal modernization project continues.

The transformation of this facility is taking place within the context of the expansion of port infrastructure in Yucatán and seeks to prepare the operation to support a potential growth in the region’s trade and logistics flows.

Beatriz Yera , CEO of APM Terminals Mexico, linked the performance of the terminals to the investments that the company maintains in infrastructure and technology.

“The growth we are experiencing at our terminals reflects our ability to respond to customer needs and the evolution of international trade. Investment in infrastructure, automation, and technology, coupled with the talent of our employees, allows us to offer greater operational efficiency while contributing to the development of logistics ecosystems and the communities where we operate. We are convinced that generating shared prosperity also means fostering opportunities for talent and building long-term relationships that promote sustainable and inclusive growth,” the company stated in a press release.

In addition to the expansion and modernization of facilities, another front is beginning to transform port operations: the energy transition. In Mexico, APM Terminals is working on optimizing energy consumption , electrifying equipment and operations, and incorporating renewable energy sources, as part of its goal to achieve net-zero emissions by 2040.

Within this strategy, the Yucatan terminal has a particular role, as it was selected as one of three APM Terminals pilot facilities worldwide to implement new electrification solutions .

Thus, the balance of the first half shows two different moments within the company’s operations in Mexico: while Lázaro Cárdenas registers double-digit growth and a high participation of transshipments, Yucatán advances in a modernization process that will also serve as a testing ground for technologies aimed at electrifying and reducing emissions from port activity.

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El cargo Lázaro Cárdenas and Yucatán set the pace for APM Terminals in Mexico apareció primero en T21.

The recovery in truck turnaround times at Mexico’s main ports during May and June hit a turning point in July of this year. The Average Truck Turnaround Time Indicator at Ports (ITPAP) registered an average of 11 hours, 50 minutes, and 23 seconds , compared to 6 hours, 33 minutes, and 43 seconds a month earlier.

The difference represents an increase of 5 hours, 16 minutes and 40 seconds , equivalent to 80.4%, and places the indicator back close to the levels recorded during the months of greatest operational pressure so far in 2026.

In July, ITPAP analyzed 2,327 truck movements at the ports of Manzanillo, Lázaro Cárdenas, Veracruz, and Altamira, with support from GPS operators and trucking companies. The trend was widespread: all four ports registered longer service times compared to June, although with significant differences in the extent of the decline.

The trend was also reflected in each of the processes that make up the index. The average time for customs procedures increased from 3:13:12 in June to 5:44:56 in July, an increase of 2:31:44. Maneuvering time increased from 1:25:53 to 2:34:14, while waiting time rose from 1:54:38 to 3:31:13.

Thus, practically half of the total time was again concentrated on customs processes , with a 48.6% share; waiting accounted for 29.7% and maneuvering, 21.7%. The distribution maintains a pattern that ITPAP has identified in previous months: regardless of the differences between ports, customs processing continues to be the component that absorbs the most time within the operational cycle.

Manzanillo registers the greatest deterioration

The most pronounced change during July occurred in Manzanillo . The port had closed June with an average of 5:34:16, but a month later the indicator climbed to 12:50:27, a difference of 7:16:11.

The deterioration was distributed among the three components. Customs increased from 2:43:36 to 6:11:30; maneuvering went from 1:12:56 to 2:45:48; and waiting advanced from 1:37:43 to 3:53:08.

With this result, Manzanillo not only went from second to fourth place among the ports analyzed, but also recorded its highest average time in the first seven months of 2026, even surpassing the levels observed between February and April.

This behavior contrasts sharply with May and June, when the venue had managed to stay slightly above five hours. Thus, July abruptly halted the improvement shown during the previous two months.

Lázaro Cárdenas is once again approaching 12 hours

In Lázaro Cárdenas, the average time went from 8:28:25 in June to 11:58:58 in July , an increase of 3:30:33.

Customs advanced from 4:09:42 to 5:52:52; maneuvers from 1:51:02 to 2:36:49; and waiting from 2:27:40 to 3:29:17.

The result also marked a change from the downward trend the port had experienced after April, when it reached 16:53:10, its highest time of the year. May had reduced the indicator to 9:31:19 and June to 8:28:25, but July brought it back practically to the 12-hour mark .

Altamira relinquishes first place

Altamira, which in June had the shortest time among the four venues analyzed, did not escape the general deterioration either.

His average increased from 5:19:46 to 9:36:28 , a difference of 4:16:42.

The customs component went from 2:38:23 to 4:36:02; maneuvers increased from 1:05:17 to 2:06:48; and waiting advanced from 1:36:06 to 2:53:38.

The change moved Altamira from first to second place in the monthly ranking . Even so, its result remained below the 13:35:29 recorded in March, the longest episode for this port during 2016.

Veracruz is containing the increase better.

In a July marked by longer times, Veracruz showed the least variation among the four ports and ended up leading the ITPAP ranking.

The average went from 6:15:26 in June to 7:13:01 in July , just 57 minutes and 35 seconds more, compared to increases of more than three, four and seven hours in the other venues.

Customs increased from 3:04:10 to 3:32:16; maneuvers went from 1:26:50 to 1:37:58; and waiting advanced from 1:44:25 to 2:02:47.

With this, Veracruz went from third place in June to first in July , followed by Altamira, Lázaro Cárdenas and Manzanillo.

An indicator that returns to double-digit territory

Looking at the first seven months allows us to better understand the change in July. The ITPAP started January with 8:47:33, increased to 11:09:20 in February and 12:56:32 in March, reaching 13:05:46 in April, the highest national average for the period.

Then came a considerable correction . May reduced the indicator to 7:01:07 and June deepened the improvement to 6:33:43, the best result recorded in 2016.

July reversed a significant part of that progress, settling at 11:50:23. This made it the third longest average time of the year , only behind March and April, and returned the indicator to a double-digit level.

Beyond the monthly fluctuations, the results again demonstrate the sensitivity of port operations to the various stages that trucking must complete within the port facilities. In July, the decline was not caused by a single factor: customs, handling, and waiting times increased simultaneously, although with varying degrees of intensity from one port to another.

And those hours have consequences that extend beyond the terminal doors. For transport companies, a vehicle stopped for longer periods reduces its capacity to complete trips , limits the productive kilometers it can travel, and forces them to allocate more resources to meet the same demand.

It is precisely this dimension that ITPAP will begin to incorporate into its analysis: not only how long road transport remains in ports, but what the cost is to companies and the logistics chain of losing productivity during those hours.

Even the time lost has a cost

The impact of port delays doesn’t end with operations. A T21 Business Intelligence study quantifies the cost to transport companies of keeping their equipment idle during the hours required to service each port, considering three main components: fuel (diesel), operator, and tractor-trailer .

With the average times considered in the exercise, Manzanillo presents the highest cost per unit, with around four thousand 934 pesos for each cycle affected by delays; followed by Lázaro Cárdenas, with four thousand 626 pesos; Altamira, with three thousand 701 pesos; and Veracruz, with two thousand 776 pesos.

The scale changes when these costs are applied to the average daily flow of trucking. Considering approximately 3,000 trucks in Manzanillo, 1,800 in Lázaro Cárdenas, 3,200 in Altamira, and 3,400 in Veracruz, the estimated combined impact reaches approximately 44.4 million pesos per day across the four ports.

Manzanillo would be most affected, with daily losses of 14.8 million pesos, followed by Altamira with 11.8 million, Veracruz with 9.4 million, and Lázaro Cárdenas with 8.3 million. More than just a problem of waiting time, these figures illustrate how port inefficiencies can directly impact the cost structure of trucking and, eventually, the rest of the logistics chain.

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El cargo ITPAP: July disrupts recovery in port service times apareció primero en T21.

Typhoon Saudel opened a new front of pressure for supply chains that depend on China’s major ports, particularly Shanghai and Ningbo , where operations were already suffering from delays, congestion and changes to shipping routes as a result of previous weather phenomena.

Typhoon Saudel made landfall twice on Friday, August 28, in the eastern province of Zhejiang, first around 8:05 a.m. in Taizhou and then around 9:10 a.m. in Wenzhou. The storm brought heavy rains, evacuations, and disruptions to the region’s transportation systems , including the temporary suspension of rail services and ferry operations in Zhejiang, according to Reuters.

For maritime logistics , however, the impact takes on another dimension. Saudel did not find Chinese ports operating under normal conditions, but rather a network that during August had accumulated disruptions associated with an intense typhoon season, particularly Bavi and Dolphin.

Hapag-Lloyd is, so far, one of the shipping companies that has directly linked the deterioration of port operations to Typhoon Saudel. In its operational update for Asia and Oceania for week 35, published on August 26, the company reported longer waiting times at Chinese ports due to congestion following Typhoons Bavi, Dolphin, and Saudel, and anticipated closures in Shanghai and Ningbo between August 26 and 29.

The shipping company also reported various adjustments to its itineraries . Among them was the APL Mexico City , which would omit Ningbo and modify its rotation to serve Shanghai first, while other vessels omitted Shanghai or changed the sequence of their calls due to vessel grouping and berth congestion.

The cumulative effect of the weather events had begun to be visible several weeks earlier. CMA CGM reported on August 13 that, following Typhoon Dolphin, average waiting times reached 10 days in Shanghai, five days in Ningbo, and three days in Shekou. This situation led the shipping company to temporarily recommend using Ningbo instead of Shanghai for certain land routes and to implement contingency plans for its services.

Among the adjustments was the MEX 1 service . CMA CGM reported omissions from Shanghai by various vessels, as well as cancellations of calls in Xiamen and Shekou and the transfer of cargo to other voyages. This situation illustrates how the impact on a port does not necessarily end with the reopening of the terminals: the accumulation of ships and containers can shift delays to subsequent ports of call in a rotation.

A week later, on August 20, the shipping company was still reporting repercussions from Dolphin. CMA CGM maintained contingency plans that included omitting Shanghai and Shekou, using Hong Kong and Singapore for connections, and transferring cargo to other services, while warning that waiting times remained high, especially in Shanghai.

Maersk had also warned since mid-August that weather conditions continued to affect maritime operations in the Asia-Pacific region. In its regional update of August 14, it noted that the typhoon season could cause temporary port restrictions, itinerary changes, and delays, and that it was maintaining contingency measures to ensure the continuity of its network.

On August 24, just days before the Saudel strike, Maersk announced that the Delos Wave 630N would skip Shanghai due to recent adverse weather conditions affecting its regional schedule. The decision aimed to minimize delays to the vessel’s subsequent port calls .

The company had also announced adjustments to its Dragon service since early August, including modifications to port windows in Ningbo, Hong Kong and Yantian with the aim of improving the reliability of schedules and reducing the effects of weather and operational disruptions at terminals.

Ocean Network Express (ONE) , for its part, has not publicly linked the recent changes identified in its network to Saudel, although it also made modifications between Shanghai and Ningbo during August . On August 21, it announced a temporary change to its Pacific South 4 (PS4) service, whereby certain sailings would replace Shanghai with Ningbo between September and September, while Shanghai’s export cargo would be handled by another service.

Mexico’s exposure can be seen on another of ONE’s routes. Its Asia Latin America Express 4 (AX4) service maintains a rotation connecting Shanghai, Ningbo, Qingdao, and Busan with Ensenada, Lázaro Cárdenas, and Manzanillo before continuing to Callao, Posorja, and returning to Asia. In other words, the two Chinese ports facing the greatest weather and operational challenges are directly integrated with three Mexican ports within this weekly network.

This does not mean that all shipments from China to Mexico will automatically be delayed by Typhoon Saudel, nor that the modifications previously announced by shipping lines are a consequence of the new typhoon. However, the sequence of events increases the risk that disruptions will spread throughout shipping rotations through changes in estimated time of arrival (ETA), loss of berth windows, port omissions, container repositioning, and subsequent connections.

However, spot prices for ocean freight on the Asia-Mexico-South American West Coast route remained above seven thousand dollars per 40-foot container (FEU) until August 24, according to the weekly EAX index from Eternity Group Mexico .

As of the time of this report, a review of public communications from Maersk, CMA CGM, COSCO Shipping Lines , MSC , Hapag-Lloyd, ONE, and Evergreen identified the most direct public reference to Typhoon Saudel in Hapag-Lloyd’s communications. No specific communications attributing operational disruptions to the new typhoon were found on the websites and in the public notices consulted from COSCO, MSC, and Evergreen , while the documents found from Maersk, CMA CGM, and ONE primarily reflected the weather disruptions and adjustments made prior to its arrival.

The distinction is important because some of the pressure currently observed in the Chinese maritime network cannot be attributed solely to Saudel. This new phenomenon adds to a sequence of events that had already forced shipping lines to reorganize their routes and transfer cargo, while ports like Shanghai continued trying to absorb accumulated delays.

Saudel’s arrival also comes at a particularly sensitive time for international trade. September is typically a key period for shipments from China ahead of the National Day holiday and the so-called Golden Week in October , when industrial production and various services temporarily slow down. If the backlog in Shanghai and Ningbo is slow to clear, importers and logistics operators could face less predictability in departure and arrival dates in the coming weeks.

Thus, the main logistical risk of a typhoon is not only in the hours during which a terminal remains closed. A disruption of one or two days can have far-reaching consequences when ships return simultaneously, terminals must absorb accumulated containers , and shipping lines try to recover their schedules by changing rotations or omitting port calls.

For Mexico, attention should now focus on the evolution of transpacific services connecting Shanghai and Ningbo with Manzanillo, Lázaro Cárdenas, and Ensenada. It will be in the upcoming sailings that we can observe whether the new weather event is absorbed by the network or if Saudel deepens a chain of delays that has already begun to affect maritime routes from Asia.

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El cargo Typhoon Saudel adds pressure to Chinese logistics; congestion and adjustments threaten routes to Mexico apareció primero en T21.

In a decade, Mexico’s maritime landscape shifted dramatically. Trade with Asia gained momentum, Pacific ports absorbed larger container volumes, and supply chains began demanding more than just shipboard space. Against this backdrop, Cosco Shipping Lines Mexico quadrupled to quintupled its operations and is now preparing for a new phase, aiming to expand its presence from maritime transport into land-based transportation and other logistics solutions.

This evolution coincides with a structural growth in trade between Mexico and China, which, according to Mateo Cepeda, Senior Sales & Export Manager of Cosco Shipping Lines Mexico, allowed the company to move from a secondary position to becoming one of the main participants in container shipping in the country, particularly on the Pacific.

The starting point was 2016, although a broader transformation lay behind it. The global integration of Cosco Shipping and China Shipping occurred after one of the most turbulent periods for the maritime industry, characterized by overcapacity, falling rates, and a wave of mergers and consolidations among shipping lines. The integrated operation in Mexico began on July 15 of that year, after combining systems, vessels, container inventories, and portfolios that had previously operated separately.

But the company’s transformation cannot be explained solely by that merger. At the same time, Mexico increased its dependence on Asian supply chains , and the containerization of the transpacific route gained momentum.

This move transformed the country into a central part of Cosco’s regional network. Cepeda stated in an interview with T21 that more than half of the cargo originating in the Far East within the market the company serves on the west coast of Latin America is destined for Mexico , while all of its transpacific services in this region make stops at Mexican ports.

Manzanillo occupies a particularly relevant position : 100% of Cosco’s services on this network touch that port, while other routes incorporate Ensenada and Lázaro Cárdenas before continuing towards Colombia, Peru and Chile, with Chancay, operated by Cosco Shipping Lines, being incorporated as a new node for the connection with Asia.

“Mexico is the main driver in terms of cargo volume,” Cepeda said, explaining the importance the country has acquired within the shipping company’s regional structure.

The expansion, however, is no longer focused exclusively on the Pacific. A decade ago, Cosco’s Mexican operation was almost entirely concentrated in Manzanillo, with only occasional services in Lázaro Cárdenas. Since then, it has added Ensenada and extended its service to Altamira and Veracruz , from where it operates routes to Europe, the Caribbean, and the east coast of South America. It has even begun deploying its own vessels on some of these routes, after previously operating through partnerships with other carriers.

This growth is also reflected inland. From approximately 30 or 40 employees in 2016, Cosco Shipping Lines Mexico now has over 140. This growth has been further enhanced by the addition of its own offices in Manzanillo and Ensenada, a commercial presence in Monterrey, Querétaro, and Guadalajara, and operations through agents in Lázaro Cárdenas, Altamira, and Veracruz.

Behind this geographical distribution also lies the way Mexican foreign trade has been structured . While around 85% of the country’s exports go to the United States and Canada, a significant portion of maritime imports come from the Far East. For shipping companies, this structure creates an imbalance that Cepeda estimates at between four and five import containers for every one maritime export container.

The response has been to seek Mexican cargo that allows them to utilize equipment that must be returned to other markets. Electronics, appliances, auto parts, vehicles, cotton, minerals, beer, and refrigerated products are among the segments where the company has sought to develop exports, although Cepeda currently identifies an additional obstacle: the strength of the peso, which can reduce the competitiveness of some Mexican products in international markets.

It is precisely on land where Cosco sees one of its greatest areas for future growth . The location of major industrial and consumer centers far from the coast necessitates complementing maritime transport with road and rail connections. The strategy involves increasing the proportion of shipments in which the shipping company itself incorporates land transport into the bill of lading and determines, together with the customer, which combination of port, rail, or trucking is most suitable.

“We increasingly want to be a player in the supply chain and be able to provide comprehensive solutions to customers, not just in the maritime sector,” Cepeda explained.

The expectation is that, within the next few years, a considerable proportion of its containers will incorporate value-added services beyond the maritime leg. “We don’t just see ourselves as a company whose core is the sea, but also land, ground transportation, trucks, and trains,” he added.

This gamble comes as cargo growth begins to encounter the limitations of Mexico’s infrastructure . Cepeda notes that the Pacific remains the primary driver of the country’s maritime trade, but also identifies bottlenecks that could limit the capacity to absorb new volumes.

According to the executive, this tension is also a consequence of the speed at which the market has grown. “Part of the challenge has been seeing how we can, within that growth, keep up or keep pace with the growth in terms of infrastructure ,” he noted.

Cosco’s outlook is that demand will continue. Nearshoring , it argued, does not necessarily diminish trade with Asia: new plants established in Mexico require machinery, components, and raw materials from the Far East , which can ultimately generate greater transpacific shipping needs. Even in light of the North American trade negotiations, the shipping company anticipates that Mexican demand will maintain a growth trajectory in the medium and long term.

The immediate outlook, however, remains volatile. Cepeda identified pressures on tariffs stemming from fuel costs, tensions in the Middle East, disruptions related to the Red Sea and the Strait of Hormuz, and blank sailings that temporarily reduce the effective availability of space.

This reveals a paradox of current maritime transport : while shipping companies continue to add capacity, some of it cannot be deployed normally due to geopolitical conflicts, energy costs, and route changes. At the same time, Mexican demand remains strong. According to data cited by Cepeda during the interview, Pacific cargo was growing by nearly 6%, compared to a contraction of approximately 7% in the Gulf and an overall increase of around 2%.

The company has also undergone another, less visible transformation: the digital one . Processes that a decade ago relied on emails, documents, and manual procedures migrated first to e-commerce platforms and later to more sophisticated technological tools. Among these is GSBN , a blockchain- based platform used to accelerate cargo release processes, which is already operating in Mexico.

Digitalization and integrated logistics will be accompanied by a third pillar: decarbonization. Cosco has begun incorporating methanol-powered vessels, and Cepeda anticipates that this fleet transformation will have an increasingly significant presence in operations linked to Mexico. At the same time, artificial intelligence and new digital platforms should facilitate customer reservations and management without eliminating human contact, he asserted.

The scale of this change can also be seen in the ships. When integrated operations began in Mexico, Cosco relied on shared services with other shipping lines; in 2018, it launched its first service operated entirely with its own vessels, and in 2024, it added a second. This is further complemented by its participation in Ocean Alliance , which emerged in 2017.

Thus, the first 10 years were marked by the consolidation of services, routes, offices, and volume ; the following years point toward a different transformation. The strategy is no longer solely about increasing capacity between Asia and Mexican ports, but about capturing a larger share of the supply chain that begins or ends behind them.

“Growth, continued confidence in Mexico, continued investment,” Cepeda summarized regarding the company’s outlook, but now with three components that will define that expansion: door-to-door services, digitalization, and decarbonization .

Comment and follow us on LinkedIn:  @Enrique Duarte Rionda  /  @GrupoT21

El cargo Cosco looks beyond the sea: its logistics strategy for the next decade apareció primero en T21.

The operational relationship between Hapag-Lloyd and AP Moller-Maersk , established through the Gemini Cooperation, will take another step forward on land. Hapag-Lloyd has agreed to acquire a 25% stake in APM Terminals Maasvlakte II BV , in the Port of Rotterdam. This transaction aims to support the expansion of capacity and the performance of a terminal that has become a key component of Hapag-Lloyd’s European network.

The agreement will allow Hapag-Lloyd to secure long-term automated container handling capacity at Maasvlakte II, while strengthening its presence in port infrastructure through Hanseatic Global Terminals (HGT) , its Terminals and Infrastructure division. APM Terminals will retain operational control of the facility.

The operation takes on particular significance due to Maasvlakte II’s role within Gemini , the collaboration between Hapag-Lloyd and Maersk that aims to create a highly reliable maritime network. In this framework, port capacity and efficiency at connecting nodes are essential for sustaining routes and accommodating future cargo increases.

“With the planned investment in Rotterdam, we will further improve the efficiency and reliability of our network. The terminal is a key element of the Gemini Cooperation and fits well with our strategy to build a stronger terminal portfolio in core markets,” said Dheeraj Bhatia, CTIO of Hapag-Lloyd AG and CEO of Hanseatic Global Terminals.

Hapag-Lloyd’s entry also coincides with Maasvlakte II undergoing an infrastructure expansion that will significantly alter its operational scale. The terminal, operational since 2015, will add 1,000 meters of deep-water berthing space, doubling its total to 2,000 meters.

The project also includes increased yard capacity, four additional rail tracks, and the deployment of automated terminal tractors (ATTs), along with other automated equipment. Once the new configuration is complete, Maasvlakte II will have a projected annual capacity of 5.4 million twenty-foot equivalent units (TEUs) .

The expansion not only aims to absorb larger volumes, but also to increase the resilience of the operation and prepare the terminal for future cargo flows through Rotterdam, one of the main entry and exit points for containerized trade in Europe.

Keith Svendsen, CEO of APM Terminals, noted that Hapag-Lloyd’s stake represents “a strong vote of confidence in a terminal that is fundamental to the Gemini network and to Rotterdam ,” while also highlighting that the transaction reflects the collaboration between the two companies and their commitment to the long-term development of the asset.

The expansion, he explained, is being developed through the coordination of the Maasvlakte II team, the company council and the Rotterdam Port Authority, while APM Terminals will continue as the facility operator .

“Our ambition is to make Maasvlakte II the best terminal in Northern Europe for every customer who calls on us. That means improving safety, quality, delivery, and cost, in that order, while expanding deep-water berths and TEU capacity to support customer growth for decades to come,” said Svendsen.

For Hapag-Lloyd, the transaction also deepens a strategy that extends beyond maritime transport. Through HGT, the shipping company has been building a portfolio of terminals and infrastructure with the aim of securing positions at strategic hubs and increasing its capacity to integrate its maritime operations with land-based cargo interchange points.

In Maasvlakte II, this strategy aligns with the need to secure long-term port capacity for Gemini. The combination of new berths, automation, a larger operational area , and rail connections will expand container handling capacity and strengthen Rotterdam’s role within the network.

APM Terminals and Hapag-Lloyd did not disclose the financial value of the acquisition of the 25% stake. The transaction still requires approval from the relevant authorities and regulatory bodies before completion.

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El cargo Hapag-Lloyd puts down roots in Rotterdam with APM Terminals apareció primero en T21.

The port of Lázaro Cárdenas will undergo a period of adjustments to its land connectivity. Two road projects promoted by the National Port System Administration (Asipona) aim to expand access capacity and reduce the overlap between heavy transport and urban traffic, but their implementation could also cause temporary disruptions to travel related to logistics activities and daily mobility in the city.

The situation is significant due to the role that land access routes play in the operation of Lázaro Cárdenas. Although the work is not taking place within the terminals and Asipona does not anticipate any interruptions to port operations, the interventions are being carried out on corridors linked to the entrance to the city and the port area , where private vehicles and cargo trucks converge.

Asipona reported that the projects are part of its 2025-2030 Public Works Investment Plan , which allocates 1.729 billion pesos to strengthen port logistics and transform urban mobility. Two strategic road infrastructure projects are currently underway.

The largest project involves the construction and expansion of the alternative road to the port area, the Lázaro Cárdenas Port Bypass , and the expansion of the SICARTSA Bridge , between Melchor Ocampo and Morelos avenues.

Work began on June 2nd and will continue until September 15th, 2027, with an investment of 214.8 million pesos . The project aims to increase the operational capacity and road safety of the port access, expedite cargo traffic, reduce travel times, and alleviate heavy vehicle congestion in the urban area.

To achieve this, the road will be widened from two to four lanes , including shoulders; the SICARTSA Bridge will be enlarged, and a central median will be constructed to improve traffic flow at intersections. The project also includes stormwater drainage infrastructure and LED street lighting.

In parallel, since July 21, the adaptation of road infrastructure in the access to the city , between Puentes Cuates and the Lázaro Cárdenas Junction, has been underway, with an investment of 68.5 million pesos and completion scheduled for April 30, 2027.

This second phase of the project will widen the road from two to three lanes in each direction , and replace an open-air canal with prefabricated concrete culverts. The project also includes U-turns, road signage, and new street lighting.

Together, the two projects represent approximately 283.4 million pesos and represent a transitional phase for the port’s land connectivity . The expected benefit is the availability of corridors with greater capacity once the works are completed; in the short term, however, the areas affected could become traffic bottlenecks.

Asipona itself asked citizens and transport operators to plan their travel times in advance , respect warning signs, and adhere to speed limits during the construction work. Furthermore, it announced that it will issue warnings and temporary detours as the work progresses.

This call is especially important for the logistics sector. Changes in traffic patterns or increased travel times at access points can impact the scheduling of vehicle arrivals, pickups, and deliveries , even if the terminals continue operating normally. The challenge will be to prevent construction projects designed to eliminate future bottlenecks from creating new traffic congestion at other points in the road network during their construction.

The potential impact is not limited to freight transport. Lázaro Cárdenas maintains a close relationship between city and port , so some of the infrastructure used by the logistics community is also part of the daily commutes of its residents. Any temporary modifications to these corridors could shift traffic to other roads and increase travel times.

Therefore, coordinating the work, traffic diversions, and communication with carriers and citizens will be just as important as the infrastructure being built. The transformation aims to address one of the consequences of port growth : ensuring that increased logistics activity can be absorbed by land access routes without shifting its costs, in the form of congestion and longer travel times, to the city.

The works thus begin a period that will last for much of 2027. In the short term, Lázaro Cárdenas will have to manage the possible impacts resulting from the interventions; in the long term, Asipona’s hope is that the expansion of the access roads will allow the port’s growth to find a more efficient land outlet with less interference on urban mobility.

The importance of the port of Lázaro Cárdenas to Mexico’s port system is reflected in the data. Of the 69.1 million tons handled by Pacific ports from January to July of this year, the port in Michoacán has handled 26.5% of the total, according to data from the Ports and Merchant Marine Unit (UPMM) of the Mexican Navy .

Likewise, in the activities of handling new vehicles for export and import, the country’s ports have handled just over 1.1 million units in the first seven months of this year, of which Lázaro Cárdenas moved 32.9% of them.

Comment and follow us on LinkedIn:  @Enrique Duarte Rionda  /  @GrupoT21

El cargo Lázaro Cárdenas adjusts its access routes due to strategic works apareció primero en T21.