The increasing size of container ships is beginning to place new demands on the infrastructure of Mexico’s main container port. Contecon Manzanillo announced on Tuesday that it has received authorization from the Regional Port Authority to receive vessels with drafts of up to 15.5 meters , a condition that expands the range of ships it can handle and opens the door to operations with larger cargo volumes per port call. 

According to the company, the authorization makes its terminal the only one in the port of Manzanillo that currently has this operational condition, which allows it to serve large capacity container ships , including the so-called Ultra Large Container Vessels (ULCV), capable of transporting up to 24,000 20-foot containers (TEU). 

Beyond the increased draft, this move is significant because of the transformation underway in international maritime transport . The deployment of larger vessels on major trade routes requires ports to have not only sufficient depth, but also docks, cranes, yards, and processes capable of handling increased container traffic during each port call. 

This evolution also reflects the shipping lines’ pursuit of economies of scale. Large container ships allow for the concentration of greater cargo volumes in a single voyage, while newer generations of vessels incorporate technologies aimed at optimizing fuel consumption and reducing emissions per container transported. 

For Contecon, the authorization for the 15.5-meter draft is also part of an infrastructure expansion process aimed at preparing the terminal for this shift in the global fleet. It currently operates with STS cranes capable of handling large vessels and, as part of the next phase of its project, plans to add two new Super Post Panamax cranes in September. 

The strategy, however, aims further.  The terminal intends to eventually reach an operational draft of 17 meters , a depth considered in the design of its new docks, which could further expand its capacity to receive vessels with larger cargoes. 

“This authorization represents a strategic step for the development of our terminal and confirms that the investments made in infrastructure are in line with the evolution of international maritime transport. It is also the first step towards our goal of achieving an operational draft of 17 meters, the design draft of our new docks, which will allow us to receive vessels with more cargo, strengthen the competitiveness of the Port of Manzanillo, and offer greater capacity to our clients,” said José Antonio Contreras, CEO of Contecon Manzanillo, in a press release. 

This approach is particularly relevant in a port where the growth of containerized cargo demands a simultaneous expansion of both maritime and land-based capacity. The arrival of larger vessels can increase the volume unloaded and loaded during a single port call, but it also increases the pressure on yards, equipment, access points, and the various links in the chain involved in the movement of goods. 

Therefore, draft is only one piece of a larger equation. For Manzanillo, remaining on the routes served by new-generation vessels will depend on the capacity to receive them from the waterfront advancing alongside sufficient infrastructure and efficiency to handle the larger volumes these ships can carry. 

In this context, the authorization obtained by Contecon represents a new step in the port’s adaptation to the evolution of international maritime transport. While shipping companies continue to seek economies of scale through larger vessels, terminals face the challenge of anticipating this transformation and preventing ship sizes from outpacing the available infrastructure to accommodate them. 

For the first seven months of this year, the port of Manzanillo had handled 2,455,953 TEUs , 11.7% more than the same period last year, of which Contecon Manzanillo accounted for 1,022,182 TEUs (+20.1%), according to statistics from the National Port System Administration (Asipona) Manzanillo . 

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AP Moller-Maersk reported on Monday that it has taken a significant step in reconfiguring its global maritime network by ordering eight large 18,600 twenty-foot equivalent unit (TEU) vessels from New Times Shipbuilding in China, under a homogeneous design that will be part of a series planned for deliveries between 2029 and 2030.

The decision to opt for vessels measuring 366 meters in length and 58.6 meters in beam, somewhat more compact than the ultra-large ships that now dominate shipbuilding, stems from a logic of operational and strategic flexibility . It prioritizes modular capabilities that can be integrated into both main routes and secondary services within the company’s extensive logistics network. This commitment is part of an ongoing fleet renewal that, according to the shipping company, sustains its competitiveness in a context of volatile demand and evolving supply chains.

Choosing a configuration that allows for deployment flexibility underscores a broader phenomenon in shipping: the growing need to adapt capacity to markets where cargo volumes and geopolitical conditions are rapidly changing . Large, but not excessively large, vessels facilitate efficient connections on major east-west routes without sacrificing capacity for regional services or ports with infrastructure limitations, thus offering ample options for adjusting itineraries and deployments to meet fluctuating trade patterns.

In terms of technology and sustainability, the new vessels will be equipped with dual-fuel engines, capable of switching between conventional bunker fuel and liquefied natural gas. This feature responds to increasing regulatory and market pressure to reduce emissions and move towards cleaner fuels, while simultaneously maintaining operational options in the face of an alternative fuel bunkering infrastructure that is still expanding.

Financial strength

The investment and fleet expansion decision comes at a key financial moment for Maersk. During 2025, the company recorded solid performance across its various business units , driven by volume growth, refined operational execution, and proactive cost control measures that enabled results to reach the upper limit of its annual financial guidance.

Last week, Maersk reported annual revenues of $54 billion , as well as an EBITDA of $9.5 billion and an EBIT of $3.5 billion. These figures, while reflecting some pressure on margins compared to extraordinary levels in 2024, demonstrate a solid capacity for value creation, especially considering the challenges of the freight market and the overdemand for capacity in the global maritime sector.

The diversification of results within the group was also evident: the Terminals segment achieved its best historical figures, driven by record volumes, improved rates, and higher revenues from ancillary services, consolidating its role as an anchor of profitability within the organization. Logistics and Services progressed in its operational regrouping towards more specialized sub-segments, while the maritime business confirmed volume growth of close to 4.9%, in line with the global market, although with a decline in rates due to excess capacity in the global fleet.

This 2025 outlook provides the financial and strategic framework that explains the company’s strong commitment to new fleet assets: Maersk is not only consolidating its position as a dominant player in container shipping, but is also leveraging its financial strength to plan for the long term. The order book now includes 33 vessels, with four deliveries scheduled for the remainder of 2026 , reflecting a deliberate focus on managing the pace of asset acquisition so that fleet modernization aligns with market developments and customer needs.

Taken together, the order for the new vessels and the 2025 operating result point to a Maersk that seeks to align its physical infrastructure with an integrated logistics vision , where investment decisions are measured not only in terms of transport capacity, but also network flexibility, energy efficiency and resilience to the dynamics of international trade.

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In a market experiencing a slowdown, with pressured tariffs and erratic demand, Mediterranean Shipping Company (MSC) has reached a milestone that confirms its dominance in global maritime transport: surpassing the seven million twenty-foot equivalent unit (TEU) fleet capacity mark , according to a report by Alphaliner . The Swiss-Italian shipping company is not only consolidating its position as the world’s largest container carrier, but also redefining the scale of competitiveness in an industry characterized by oversupply and fragmented alliances.

The achievement was solidified with the almost simultaneous delivery of two 16,000 TEU Neo-Panamax vessels: the MSC Salerno, built by Dalian Shipbuilding Industry Company (DSIC), and the MSC Grace, from the Yangzijiang Shipyard (YZJ). With these additions, MSC became the first container shipping line to reach a total capacity of seven million twenty-foot equivalent units (TEUs), a figure that illustrates the breakneck pace of its expansion. It took only 15 months to go from six to seven million TEUs, a growth rate that few players in the recent history of the sector have managed to sustain in such a short time.

The driving force behind this expansion came not from corporate acquisitions or operational alliances, but from organic growth through new construction. During this period, the company added 68 new vessels, equivalent to an additional 799,000 TEUs. This figure reflects the magnitude of its vertical integration strategy: while other shipping companies are slowing their orders due to falling freight rates and geopolitical tensions, MSC continues to invest in a more modern, diverse, and energy-efficient fleet, aiming to dominate the main interoceanic routes.

A revealing indicator of MSC’s new growth profile is the composition of its recent fleet. According to Alphaliner, since surpassing the six million TEU mark, it has not acquired any “Megamax” class vessels, the giants exceeding 23,000 TEU. Instead, its focus has been on the so-called “NPX” vessels—Neo-Panamax ships of 14,000 and 16,000 TEU—of which it has added 33 units. This decision is not accidental: it stems from an operational strategy that prioritizes flexibility and efficiency on routes that do not depend on the Suez Canal or ports with draft limitations. In this sense, diversification gives MSC a tactical capacity to adapt to scenarios of congestion, closures, or diversions, such as those that have characterized post-pandemic maritime trade.

Another area of ​​expansion has been the chartering market. In the last fifteen months, the company has signed more than 50 vessel charter agreements, although approximately half of these are extensions of previous agreements, making them capacity-neutral. However, some 25 new vessels—equivalent to 135,000 TEU—have been added through fresh charter contracts , reinforcing secondary routes and regional services where MSC has found sustainable profit margins. This move demonstrates the company’s ability to combine ownership and leasing with a market-driven approach that seeks to capitalize on low tonnage availability without compromising its financial flexibility.

The other source of growth comes from the second-hand market. During the same period, MSC and its affiliated entities acquired more than 250,000 TEUs of used vessels. Although many of these were already operating under charter agreements, the decision to purchase them consolidates operational control and eliminates dependence on third parties during volatile periods. This strategy aligns with its long-term vision: acquiring strategic assets when the market cycle favors low prices, thereby maintaining a homogeneous and controllable fleet, ready to reposition itself in response to changes in demand or environmental regulations.

MSC’s meteoric growth is not only symbolic—being the first shipping company to break the seven million TEU barrier—but also introduces structural tension into the global market. Its expansion rate is double that of its immediate competitors and increases the pressure on alliances such as Gemini Cooperation, Ocean Alliance, and Premier Alliance , which face a forced reconfiguration due to the fragmentation of interests and the end of major cooperative agreements. By expanding its capacity organically, MSC positions itself to negotiate from a position of strength, control larger service quotas, and potentially redefine the tariff structure on key routes.

However, this growth also raises critical questions about sustainability and market equilibrium. In a context where global demand for maritime transport is growing slowly and inventories are adjusting due to nearshoring , such aggressive expansion could exacerbate the overcapacity already putting pressure on rates. MSC seems aware of this, but its strategy suggests a long-term approach: consolidating its fleet while construction costs are competitive, renewing vessels to cleaner standards, and preparing the ground for a future market reorganization.

MSC’s achievement encapsulates a decade of strategic accumulation: organic growth, sustained investment, asset control, and a keen understanding of maritime cycles. But it also reflects an ambitious vision that doesn’t settle for simply dominating the present, but seeks to shape the rules of the future. In a sector where scale defines survival, MSC is not just expanding its fleet: it’s expanding its power to influence routes, prices, and ultimately, the very pace of global trade.

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As part of the decarbonization process of river transport in Southeast Asia, CMA CGM Group , an integrator of maritime, land, air and logistics services, announced the launch of the first 100% electric container barge in Vietnam.

In a statement, CMA CGM detailed that the barge is scheduled to enter service in early 2026 to provide logistics support for Nike , a sporting goods company.

The initiative is supported by the construction of a solar-powered charging station located at the Gemalink terminal at Cai Mep Port,  Vietnam’s main container gateway.

CMA CGM has signed an agreement with its partner Gemadept , a logistics and port operator in the Asian country, to establish a joint venture called Green River Transportation, which will operate the electric barge, which was jointly designed by CMA Ships and CMA CGM’s R&D teams .

“The facility is expected to generate up to one gigawatt-hour (GWh) of green electricity per year. This new zero-emission solution will reduce carbon dioxide (CO₂) emissions by 778 tons per year on the 180-kilometer (km) route between Binh Duong Province and Ba Roa-Vung Tau in southern Vietnam,” the maritime services integrator emphasized.

The initiative is aligned with CMA CGM’s global strategy to achieve “Net Zero Carbon by 2050, through a combination of low-carbon technologies, alternative fuels, and now zero-emission river logistics solutions,” the shipping firm said.

Maersk also goes electrified

For its part, logistics integrator  AP Moller-Maersk has established a partnership with transportation provider Sotraser Chile to incorporate electric trucks into its operations.

The initiative represents a significant step toward reducing greenhouse gas (GHG) emissions in regional logistics, the Danish company stated in a statement.

“The integration of our 100% electric fleet into Maersk’s operations is not only a milestone for Sotraser, but also a clear sign that the future of logistics is already underway,” said Pedro Peña Staub, Sotraser’s Electromobility Manager.

The shipping and transport companies will have the Volvo FH Electric and FM Electric models , equipped with 540 kilowatt-hour (kWh) batteries, with an approximate range of 300 km per charge.

The Foton EAuman 2554 will also be operating , which has a 350 kWh battery, with a range of around 220 km per charge.

“These electric trucks can carry between 24 and 25 tons of cargo, a figure that complies with the gross and axle weight limits established by Chilean legislation, and guarantees performance comparable to that of traditional diesel trucks,” the shipping company emphasized.

During the pilot phase, both companies successfully implemented a 100% electric transportation operation, traveling more than 8,400 km in 31 trips.

“The collaboration with Sotraser is a significant step forward. Chile’s potential for electromobility in heavy-duty transport is promising, and ongoing projects demonstrate the benefits of electric trucks,” emphasized Alexis Rodríguez, Maersk’s Director of Energy Transition Execution in Latin America.

As part of its global initiative to achieve net-zero emissions by 2040, Maersk has set an interim target for land transport. The company is currently exploring opportunities in Brazil, Peru, Guatemala, Panama, and Uruguay to expand these solutions.

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