Shipping companies Maersk and Hapag-Lloyd have filed a direct complaint with Mexican customs authorities—specifically the Lázaro Cárdenas port customs office—demanding greater efficiency in transshipment container inspections , given the increased dwell times that are already causing operational inefficiencies and risks to the continuity of their projects and services.

During the 14th Lázaro Cárdenas Port Community Business Meeting , Lidia Linares, Operations Manager for Maersk in Mexico, raised a concern that, she warned, has become widespread across the entire shipping industry operating in the Michoacán port, the second most important for container handling on the Mexican Pacific coast. “Not only Maersk, but all the shipping lines that operate there have had some complicated situations regarding cargo inspections by customs (…) what worries us is the lack of close or structured coordination and communication,” she stated.

The director clarified that the issue is not the authority’s power to inspect cargo , but rather the lack of predictability and certainty regarding the timelines. “No one is saying there shouldn’t be inspections (…) but we are concerned about cargo being held up for extended periods during inspection,” she stated, while emphasizing that the limited feedback—in an environment involving multiple authorities, including the Mexican Navy —ultimately complicates operational management.

In a subsequent interview with specialized media, Linares put the impact into concrete figures: currently, Maersk is facing an average of 300 transshipment containers held up for inspection in Lázaro Cárdenas, with no indication of when they will be released. “They aren’t being loaded (onto the ships) because they are still being held up,” he explained.

The effect on the logistics chain is immediate. Linares explained that each container can remain at the terminal for up to 15 days , well above a healthy operating standard of eight days—with seven days of free storage according to Mexican law—resulting in lost maritime connections and additional costs. “Ultimately, you lose the transshipment, and after 15 days, storage fees begin, and this impacts the customer,” he emphasized, stressing the need for greater traceability and clarity in the processes.

This observation carries greater weight in a context where transshipment already represents 51% of the port’s operations—an activity that has shown a growing trend in recent years—and is a central part of Maersk’s growth strategy in Mexico. The company is evaluating increasing these operations in Lázaro Cárdenas, leveraging the expansion of the APM Terminals terminal (part of the Maersk Group) and the port’s potential as a regional hub , with connections to the US East Coast—via routes using the Panama Canal—as well as to Central and South America. However, Linares cautioned that this development depends on efficiency throughout the entire supply chain.

On that same front, the executive highlighted the importance of the Gemini alliance with Hapag-Lloyd—the world’s fifth-largest shipping company—designed to offer high levels of schedule reliability. “We’re at over 80% and almost 90% schedule reliability ,” she stated, although she acknowledged that this operational precision is compromised when containers are held up without certainty regarding inspection times.

From the same perspective, Roberto Morales, senior cargo operations manager at Hapag-Lloyd, supported the diagnosis and expanded on the scope of the problem . “It doesn’t just affect one shipping line; it affects all the shipping lines that dock in Lázaro Cárdenas. It’s the high volume of containers that customs is inspecting,” he stated.

Morales insisted that the industry does not object to the inspections themselves, but it does question their execution. “They could inspect 100% of the containers, if they had the capacity, but in a very efficient system,” he pointed out. The reality, however, is far from that scenario: “We have a lot of cargo that sits idle for 10, 20, 30 days , and that doesn’t exactly speak to an efficient system in a Mexican port.”

In response to these concerns, Heliodoro Álvarez, general director of the Lázaro Cárdenas National Port System Administration (Asipona) , who was also present at the business meeting, acknowledged that it is a persistent problem, although he noted that it is addressed through the port’s various operational committees . “All the issues and problems that arise are brought to the table,” he stated, adding that customs authorities also participate in these meetings (the same authorities that did not participate in the Lázaro Cárdenas port community event held the previous day in Mexico City).

The official emphasized that customs operates under independent federal guidelines, which limits local agency’s room for maneuver. However, he assured that they are following up on cases reported by shipping companies and agents to “unblock and expedite the process ,” although he admitted that “it has been complicated” and that progress has been gradual.

Álvarez added that, at the federal level, efforts are underway to strengthen customs operations—including plans to extend the operating hours of the Lázaro Cárdenas customs office to closer to 24 hours —as well as infrastructure investments to expand inspection lanes at the port. “I know the problem is ongoing, but we haven’t given up,” he stated.

However, the contrast between the pace of institutional solutions and the operational urgency of shipping companies reveals a structural tension: while the port of Lázaro Cárdenas is accelerating investments to consolidate itself as a regional logistics hub , the efficiency of its customs link continues to lag behind the demands of global trade. At this critical juncture—where infrastructure, regulation, and execution converge—not only is the fluidity of transshipments at stake, but also the port’s credibility as a competitive platform compared to other Pacific nodes .

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El cargo Maersk and Hapag-Lloyd complain: Lázaro Cárdenas customs stops transshipments apareció primero en T21.

The signal didn’t come from the market, but from the government.

In recent weeks, Chinese officials have held direct meetings with executives from Maersk and Mediterranean Shipping Company (MSC) to review their role in international shipping and, in particular, their involvement in strategic port infrastructure. While no detailed statements have been released, the meetings—reported by Platform Media and AAStocks— mark a turning point: Beijing is moving from observation to intervention.

The tone also hardened.

According to information published on April 15 by Reuters , citing the Financial Times , Chinese officials have asked both shipping companies to refrain from participating in operations that affect the interests of Chinese companies, in a direct reference to their role in Panama Canal ports. This warning places Maersk and MSC in an unprecedented position: private operators under explicit political pressure from a global power.

The background of these conversations points to Panama, but not as an isolated event, but as the result of a sequence that altered the balance of control in one of the most important logistics hubs in the world.

In early 2026, the Supreme Court of Panama annulled the concession held by CK Hutchison —through Panama Ports Company —for the Balboa and Cristóbal terminals , after years of legal challenges and audits. The decision led to direct intervention by the Panamanian state, which assumed operational control of the ports through an occupation decree to ensure the continuity of operations.

It was at that point that Maersk and MSC entered the picture .

Far from being a direct purchase, the Panamanian government opted for a transition scheme: it assigned provisional operating licenses – of up to 18 months – to APM Terminals (Maersk’s port arm) for Balboa, on the Pacific, and to Terminal Investment Limited (TIL) , linked to MSC, for Cristóbal, on the Atlantic.

The move resolved the immediate operation, but opened a larger front.

Prior to the contract’s annulment, CK Hutchison had already begun the process of selling part of its global port portfolio —including assets in Panama— to a consortium that included Western investors and MSC itself. The court intervention not only halted this process but, paradoxically, ended up placing one of the potential buyers as the temporary operator of the assets.

From Beijing, the interpretation was different.

For years, China has built a global logistics network of influence in which ports play a central role. Hutchison’s forced departure from Panama —and the entry of operators linked to Western capital—is interpreted as a strategic shift in a region crucial for international trade.

In that context, the meetings with Maersk and MSC take on a different meaning: they are not technical reviews, but political signals.

The episode also reflects a broader shift in the industry. Major shipping companies have evolved into integrated infrastructure operators, capable of influencing routes, costs, and trade flows. This transformation puts them on the radar of governments as actors with implications beyond mere business.

This is compounded by a highly volatile environment. China has expressed concern about rising maritime tariffs and disruptions to global shipping routes, particularly given the tensions in the Middle East, according to the Financial Times. In this context, control of ports and supply chains takes on even greater strategic importance.

What’s happening between China, Maersk, and MSC, therefore, goes beyond the corporate sphere. It’s a dispute over who defines the rules—and controls the hubs—of global trade. And on this playing field, shipping companies no longer just transport goods. They also wield geopolitical pressure.

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El cargo China calls on shipping companies: pressure on Maersk and MSC escalates over control of strategic ports apareció primero en T21.

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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El cargo Flexibility before size: Maersk’s new move in its fleet apareció primero en T21.

“Manzanillo is one of Mexico’s most dynamic commercial hubs, and this investment underscores our commitment to the country’s long-term growth. By offering integrated services, from towing to transshipment and support for refrigerated containers, we help our customers simplify their supply chains and strengthen their competitiveness in both domestic and international markets,” said Patricia Pérez, Managing Director of Maersk in Mexico.

The facility is located five kilometers (km) from the port of Manzanillo , which handles almost half of the country’s containerized cargo.

The depot covers 31,000 square meters (m² ⁾ and has a capacity for 6,018 twenty-foot equivalent units (TEUs) . It features 50 connections for refrigerated containers and 60 repair bays. Additionally, it can handle dry cargo, refrigerated units, generators, and 53-foot containers.

Among the services it will offer are container towing in ports to reduce truck waiting times, transshipment of dry and refrigerated cargo to 53-foot boxes and platforms .

“With this new facility in Manzanillo, we are creating agility where it matters most, reducing logistics costs, accelerating transit times, and giving companies greater control over their cargo. Looking ahead to the important global events that Mexico will host in 2026, we are ready to meet the increased demand in the retail , lifestyle, and technology sectors, ensuring that our customers stay ahead of the curve,” emphasized Getulio Centanaro, Director of Logistics and Services at Maersk in Mexico.

In addition, the company operates logistics centers in Mexico City, Monterrey and Guadalajara ; in the latter two, Maersk plans to expand its capabilities and strengthen land infrastructure to support cross-border trade between Mexico and the United States.

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El cargo Maersk opens logistics warehouse in Manzanillo; seeks to strengthen supply chain apareció primero en T21.

Even in a global environment marked by logistical challenges, geopolitical disruptions, and a slow-growth international economy, the Danish giant AP Moller-Maersk once again demonstrated its ability to navigate uncertain waters with precision. The company reported solid financial results for the third quarter of 2025 (3Q25), driven by operational efficiencies, cost control, and a sequential rebound across all its business lines. While revenue was lower than the same period of the previous year, the performance confirms that the group has consolidated a resilient structure in the face of the global maritime trade slowdown.

Quarterly revenues reached $14.2 billion, down from $15.8 billion in the same period of 2014, but with a visible improvement in profitability: EBITDA was $2.7 billion and EBIT was $1.3 billion, compared to $4.8 billion and $3.3 billion, respectively, in the previous year. This reduction is due to a natural market adjustment after years of oversupply and the post-pandemic normalization of rates. However, the strategic interpretation is different: Maersk has managed to maintain positive margins and financial discipline in a downturn, an achievement few global logistics operators can boast.

Vincent Clerc, CEO of Maersk, attributed this result to the company’s “ability to execute and continuous improvement,” as well as the sustained trust of its customers. “The new east-west network has strengthened our Ocean Freight segment, offering industry-leading reliability, higher volumes, and lower costs,” he noted. His words summarize the group’s structural strategy: to transform a historically shipping company into a comprehensive logistics operator, capable of offering end-to-end solutions and mitigating the cyclical fluctuations of maritime transport.

The Ocean Freight segment , the company’s traditional core business, registered a 7% year-on-year increase in cargo volumes, supported by the Gemini cooperation, an alliance with Hapag-Lloyd established this year, which enabled substantial cost savings and greater network efficiency. Freight rates remained stable compared to the previous quarter, in a context where competition and global overcapacity are putting downward pressure on prices. Ocean EBIT reached $567 million, more than double the previous quarter ($229 million), although still far from the $2.8 billion reported a year earlier, when profitability reached exceptionally high levels.

In Logistics and Services , growth was driven by sustained operational improvement and the advancement of its Fulfilled by Maersk platform, particularly in warehousing solutions. The operating margin rose to 5.5%, from 4.8% in the previous quarter, with EBIT of US$218 million, surpassing the US$175 million of the previous quarter and the US$200 million projected for the same period in 2024. This performance confirms the maturation of Maersk’s logistics business , which aims to decouple its profitability from the fluctuations of ocean freight and consolidate its position as a key player in supply chain management.

Meanwhile, the Terminals segment broke records once again: volumes grew 8.7%, driven by demand in the Americas, Europe, and Africa, and by an average utilization rate of 89%, with some ports operating near full capacity. EBIT reached $571 million, compared to $461 million in the previous quarter and $338 million in 2024. This trend reaffirms that ports, more than just physical links, are the operational core of the logistics integration that Maersk seeks to expand, integrating its maritime network with land-based, intermodal, and value-added services.

The group also reported a $578 million cash distribution to its shareholders, derived exclusively from share buybacks, a sign of confidence in its strength and future cash flow generation. This balance between financial return and strategic reinvestment has been a constant under current management.

Maersk raised its 2025 financial guidance, increasing the lower end of its projected range, and revised its global container market growth estimate to around 4%, up from the previous range of 2% to 4%. However, the company acknowledged that disruption in the Red Sea will continue to affect shipping routes throughout the year , a reminder that geopolitical challenges continue to shape global logistics.

The group’s operational strength is also measured by its long-term vision. Maersk remains committed to achieving net-zero greenhouse gas emissions by 2040 through investments in vessels powered by low-emission fuels and new propulsion technologies. This objective, which goes beyond regulatory compliance, aims to reshape the logistics business model based on sustainability, resilience, and energy efficiency.

Unlike previous years, when results were driven by historically high rates, the most recent quarter reflects a different kind of strength: that of a company that has learned to operate efficiently under normal circumstances. In an environment where margins are shrinking, fuel costs are rising, and routes are strained by regional conflicts, Maersk appears to have found a balance between growth, profitability, and structural transformation. The challenge now will be to sustain that stability when the market turns again.

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El cargo Maersk rides the tide: profitability in Q3 2025 without record tariffs apareció primero en T21.

PROGRESO, YUC.- The area surrounding the entrance to the fiscal pier of this port – the longest in the world – was the scene of an announcement that aims to mark a turning point in the logistics history of southeastern Mexico: the modernization of the container terminal operated by APM Terminals Yucatán , with a projected investment of just over three billion pesos over 19 years. The project, which extends the concession until 2044, seeks to transform the facility into a strategic hub capable of attracting more shipping companies, increasing operational capacity, and consolidating the region’s logistics focus.

“After a period of negotiations with the Yucatán government and the authorities, we finally reached an agreement for the modernization of the APM Terminals container terminal. We are beginning a new chapter,” said Victor Konen, general director of APM Terminals Yucatán, in an interview with specialized media.

The plan isn’t limited to new cranes or port infrastructure. It includes improvements to yards, telematics systems, surveillance cameras, and enhanced security, in addition to investments in a larger-capacity cold storage facility. Konen stated that the acquisition of two additional Mobile Harbor Cranes is planned , with a manufacturing and delivery process of up to 24 months. “We want more shipping companies to come, to have more volume and more vessels at our docks,” he emphasized.

The terminal currently maintains regular services with CMA CGM , Maersk , ZIM, and Línea Peninsular , companies that have found a stable connection to international markets in Progreso. Konen emphasized that the goal of the modernization is not only to strengthen service to these shipping companies , but also to open the door to new routes and services that increase the southeast’s connectivity with the world’s main trade corridors.

According to statistics from the General Coordination of Ports and Merchant Marine (CGPMM) , the port of Progreso handled 67,967 TEUs (20-foot containers) in deep-sea services (foreign trade) during January-July 2025, which represented a growth of 7.7% compared to the same period in 2024. This dynamism, Konen added, reflects the terminal’s potential to consolidate itself as a platform with greater reach in international trade.

Beatriz Yera: confidence and competitiveness

During the formal ceremony with local authorities, Beatriz Yera, general director of APM Terminals México , spoke about the bridge between corporate vision and regional momentum. “We know that the port of Progreso is not just a space on the map, nor is it just another logistics hub. It is a strategic gateway to development, trade, and innovation . It is the gateway to a new era for Yucatán,” she stated.

He emphasized that the success of modernization depends not only on infrastructure, but also on mutual trust between companies, authorities, and the private sector. He therefore recognized entrepreneurs, customs brokers, importers, exporters, and shipping lines as the allies who sustain the port’s daily operations. “You are the logistical heart of this place,” he emphasized.

His message was also a declaration of strategic intent: to consolidate Progreso as a hub capable of attracting new maritime routes and connecting Yucatán to international trade. “Today we want to clearly state to everyone: APM Terminals is here to invest, but beyond that, to commit to the state, the city, our users, and our clients. Because the future isn’t built alone, it’s built as a team,” he expressed.

In this way, Yera presented modernization not only as a community commitment , but as a platform for competitiveness and trust that seeks to place Yucatán on the path to long-term logistics growth.

The state as guarantor of sustainability

Captain Claudia Hernández, head of the General Directorate of the Merchant Marine, representing the CGPMM, took the announcement beyond the business aspect. Her message emphasized that the modernization is not just an agreement with a global company, but a strategic public policy decision . “APM Terminals México has confirmed an investment of three billion pesos in the modernization and maintenance of its container terminal in this port. This commitment strengthens the port infrastructure and sends a clear message of confidence in Yucatán, its people, and the logistics potential of southeastern Mexico.”

Hernández emphasized that modernization means local employment and productive linkages, as more than half of the suppliers are Yucatecan and nearly 90% of the resources remain in the region , with an impact exceeding 40 million pesos annually.

With a critical perspective, he emphasized that federal ports cannot limit themselves to competing in cargo capacity, but must meet international safety and environmental standards—including ISO, CTPAT, ISPS, and the Environmental Quality Certificate from the Federal Attorney General’s Office for Environmental Protection (Profepa) —which today make a difference in global trade.

“This 19-year project demonstrates that port development requires a long-term vision and a willingness to invest to consolidate Mexico as a competitive country,” she stated. With this, the captain placed Progreso in the national debate on sustainability, inclusion, and competitiveness, emphasizing that ports are engines of development, but only if they manage to integrate infrastructure with community well-being and logistical resilience.

The port as the backbone of the “Mayan Renaissance”

The governor of Yucatán, Joaquín Díaz Mena, linked the announcement to the political narrative that has defined his administration. “Today we open a new chapter in the history of Yucatán. The port that connects us to the world begins a phase of modernization thanks to the alliance between APM Terminals and the state government, with an investment of 3.215 billion pesos,” he stated.

Beyond the figure, the president placed the Progreso terminal as a centerpiece of the so-called “Mayan Renaissance ,” a project that aims to position the state for global trade. He emphasized that modernization not only entails high-level infrastructure, but also 230 direct jobs and more than 1,100 indirect jobs, a source of well-being for families in Progreso and the state.

He emphasized that the port should be seen as an international logistics hub capable of connecting Yucatán with Europe and the Americas, opening up opportunities for local businesses and generating competitiveness for Yucatecan products. “It’s not just an investment in iron and cement; it’s an investment in our people, in the future, and in social peace,” he stressed .

Díaz Mena took the opportunity to send a message to the private sector: Yucatán is a reliable investment destination , not only for its security and social stability, but also for the vision of a government committed to growth in partnership with private enterprise. In his narrative, the port is not only an economic asset, but the backbone of his political project: a symbol of regional identity that can become a platform for global competitiveness.

Global vision, local impact

The institutional video shown during the event highlighted that APM Terminals operates more than 60 terminals in 33 countries and has been responsible for the only container terminal in Progreso since 2005. With a plan based on four pillars—infrastructure, operating equipment, technology, and sustainability—the company aims to align the facility with the demands of international trade.

The commitment to decarbonization by 2040 , the adoption of hybrid equipment, and the use of solar energy are part of the discourse that seeks to place the port on the global sustainability agenda. But beyond the announcements, the challenge is to transform these promises into tangible improvements that increase Yucatán’s competitiveness compared to larger ports like Manzanillo, Veracruz, or Lázaro Cárdenas, where multimillion-dollar investments are already the norm.

Between narrative and reality

The APM Terminals project comes at a key moment for Mexican port policy. While nearshoring demand is driving foreign trade growth, southeastern ports have historically faced infrastructure and land connectivity gaps. The modernization of Progreso could become a catalyst for new supply chains , but it will depend on the port’s ability to integrate with the productive hinterland and national logistics corridors.

By extending its concession until 2044, APM Terminals is betting on the long term. The challenge will be to maintain the community’s trust, realize the vision of shared development, and demonstrate that modernization is not limited to cranes and yards, but rather translates into decent jobs, regional competitiveness, and environmental sustainability.

In the words of Governor Díaz Mena, “the best years for Progreso are those yet to come.” Time will tell if this announcement becomes the lever that integrates the port of Yucatán into the major leagues of international maritime trade .

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El cargo Modernization in Progress: APM Terminals opens a new logistics chapter in Yucatán apareció primero en T21.

The Berlin Mærsk is the fourteenth such vessel in the Maersk fleet and is part of a new class of high-capacity container ships. Five sister vessels will follow in 2025.

“With the launch of the Berlin Mærsk class, we continue to build a maritime portfolio adaptable to multiple fuel alternatives. Fleet renewal is essential to maintaining our competitive advantage in maritime transport and is a cornerstone of our commitment to decarbonization,” said Anda Cristescu, Head of Chartering and Newbuildings at Maersk.

With its scheduled arrival at the port of Shanghai on July 7, the Berlin Mærskwill begin operations on the AE3 route, which connects East Asia with Northern Europe.

The design of the Berlin Mærsk is very similar to that of the previous Ane Mærsk class , of which Maersk has taken delivery of a total of 12 dual-fuel vessels, all built by HHI. The only difference between the two vessels is the wider beam, which allows the Berlin Mærsk to carry more containers.

The six vessels in the series, currently under construction by HHI, will be ready by 2025 and will operate under the Danish flag.

In 2024, container shipping reached an all-time high in carbon dioxide (CO₂) emissions. According to data from Xeneta and Marine Benchmark , global emissions increased by 14% compared to 2023, totaling 240.6 million tonnes of CO₂. Vessels with capacities between 14,500 and 20,000 TEU were the main emitters, with 24.2 million tonnes recorded.

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El cargo Maersk drives the green future with the largest-capacity vessel, “Berlin Mærsk.” apareció primero en T21.

AP Moller-Maersk announced it will change the color of its containers from the traditional gray to the shipping company’s signature blue . The change comes almost five decades after the introduction of the color scheme resulting from a mix of black and white.

In line with the information that has emerged, the measure would be valid for Dry Van cargo containers, but it was not specified whether it would be replicated in the case of refrigerated containers , which are usually targets regardless of the owner company.

In this context, the Danish company announced that “in 1975, we introduced our first container line, the Panama Line, and the gray dry container became a global symbol of Maersk’s reliability. Now, almost five decades later, our containers are painted to match the color that encapsulates our more than 120 years of moving customers’ cargo.”

For his part, Sam Poulter, Maersk’s Global Director of Brand and Content, commented: “More than just a symbol of our brand and heritage, the Maersk blue is synonymous with trust . And our containers represent the trust of our customers who have entrusted their products to Maersk.”

“As our most visible brand asset, to celebrate that trust, our gray containers will now proudly bear the Maersk Blue, which is already the hallmark of our iconic ships, aircraft, cranes, trucks, vans, and logistics facilities,” he added.

Maersk is positioned as the second largest shipping line in the world, with 4,577,146 containers and 737 vessels , according to information from Alphaliner.

With information from  Portal Portuario , a media outlet specializing in ports and maritime transport in Chile.

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El cargo Maersk chooses to change the color of its containers apareció primero en T21.

Shipping lines have become slightly more punctual with their schedules. The February Global Liner Performance (GLP) report from supply chain consulting firm Sea-Intelligence showed a 3.6 percentage point (pp) month-over-month improvement in overall schedule reliability, reaching 54.9% , the highest level since May 2024.

On a year-on-year basis, the score for the second month of this year was 1.8 percentage points higher.

The report indicated that Maersk was the most reliable airline among the top 13 in February 2025, with a schedule reliability of 60.2 percent, followed by MSC at 57.4 percent and Hapag-Lloyd at 57.3 percent.

“Two new carrier alliances, Gemini Cooperation and Premier Alliance, were launched in February 2025, while 2M and THE Alliance will be gradually dismantled in the coming months. Ocean Alliance will continue to operate as before. While MSC is not an alliance, its sole participation in east-west trades and the vastness of its operating network in both directions make it essential to consider it in an alliance context,” according to the Sea-Intelligence report.

In line with this context, Gemini Cooperation recorded a schedule reliability of 94.0% at home ports in February 2025 , followed by MSC with 79.6% and Premier Alliance with 60.4%. Ocean Alliance recorded a schedule reliability of 54.1%, while THE Alliance and 2M achieved 45.3% and 44.2%, respectively.

“It’s worth noting that the new alliances are in the initial phase of network deployment, and their full rollout won’t be completed until July 2025, at which point it will be possible to truly assess their performance. However, it’s interesting to observe their performance in initial arrivals at ports of origin,” the Sea-Intelligence report stated.

APM Terminals Lázaro Cárdenas and trust in Gemini Cooperation

In the wake of the first month of operation (February) of the Gemini Cooperation alliance between Maersk and Hapag-Lloyd, the APM Terminals port terminal in the port of Lázaro Cárdenas , in the state of Michoacán, Mexico, has launched a “simultaneous transshipment connection,” the only one of its kind in the world.

This is a double transshipment maneuver of the TP 11 and TP 15 services of Gemini Cooperation in which an average of two thousand 500 20-foot containers (TEU) in total are unloaded at the terminal every weekend so that half of them board the other ship that will take them to their final destination, after having set sail from different ports in Asia (mainly China) to reach other points in America.

“The more predictable we are about shipping lines’ itineraries, the better we as terminals can prepare to receive ships, service them as quickly as possible, plan resources, and more,” said Beatriz Yera, general manager of APM Terminals in Mexico, in an interview with T21.

According to the board, this new service took months of preparation and so far has gone according to plan .

The promoters of the port of Lázaro Cárdenas, the second busiest commercial port on Mexico’s Pacific coast, seek to transform it into a regional maritime hub where goods can converge and from there be distributed to other points in the Americas, either by sea or land.

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LÁZARO CÁRDENAS, MICH. – APM Terminals Lázaro Cárdenas has taken a momentous step in global maritime trade with the inauguration of Operation Gemini Cooperation , featuring an innovative Simultaneous Transshipment Connection  never before seen in the world.

This innovative double-handling model represents a milestone in port logistics, enabling the transfer of containers between vessels, optimizing time, costs, and operational efficiency.

With the launch of this operation, Lázaro Cárdenas consolidates its position as a key point within Gemini’s modular network , receiving TP11 and TP15 services, with a pioneering operation that not only transforms the way cargo moves through the port, but also places Mexico at the forefront of global maritime trade.

“What makes this operation unique is that, for the first time in the world, a simultaneous double transfer between two vessels is being carried out at the same terminal. We’re not just talking about a step forward for our company, but an achievement for the entire maritime industry,” explained Beatriz Yera, general manager of APM Terminals Mexico, during the opening ceremony.

This speech was reinforced by Vice Admiral Heliodoro Álvarez , Director General of the National Port System Administration (Asipona) Lázaro Cárdenas , who mentioned that this achievement not only benefits the port or the country, but also marks a before and after in the history of international trade.

For his part, Captain Manuel Fernando Gutiérrez, general coordinator of Ports and Merchant Marine , highlighted that the Gemini Cooperation operation strengthens Mexico’s competitiveness in global trade .

“This joint operation not only optimizes the loading and unloading of goods, but also increases the efficiency of the national port system. It reflects the confidence the private sector has in our ports and demonstrates Mexico’s potential as a world-class logistics hub,” he stated.

The Gemini Cooperation operation is the result of a strategic collaboration between the shipping companies Maersk and Hapag-Lloyd , and, according to Beatriz Yera, this transaction makes Lázaro Cárdenas a key player within a select global network.

“They chose us out of the entire American continent; there are only four terminals in this service network, and one of them is Lázaro Cárdenas. Every weekend, we’ll carry out a simultaneous transshipment operation. This hasn’t been done before; it’s the first time it’s been done in the world, and it’s going to be in Mexico and at APM Lázaro Cárdenas,” the executive emphasized in an interview with T21.

He stated that one of the key factors that made this operation possible in Lázaro Cárdenas is the port’s advanced infrastructure and its capacity to receive deep-draft vessels .

In addition, APM Terminals Lázaro Cárdenas is the only terminal in Latin America with automated yards , allowing for more agile and secure cargo management.

Likewise, the port’s geographic location and connectivity allow shipping companies to offer shorter transit times between Asia and the East Coast of the United States, the director of APM Terminals Mexico told this outlet.

In this regard, during the opening ceremony, Gloria María Huerta Ramírez, Director of Social Security and Employment Promotion for the Ministry of Economic Development of the Michoacán government, emphasized that the port’s rail integration represents a key advantage.

“A container that touches our dock can travel directly to the industrial heart of the United States or Canada without changing rail companies. This makes us more attractive compared to other ports, driving cargo arrivals, investment, and business opportunities,” he said.

Preparing for this milestone

The model allows containers from one service to be transferred directly to another and vice versa, without intermediate storage. This simultaneous connection streamlines the logistics chain, reduces costs for shipping companies, and optimizes transit times to their final destinations.

In this regard, Yera commented that this Gemini Cooperation operation has required months of preparation and testing , so the challenge was not only technical, but also logistical and organizational.

“Simulations were conducted with pilots, tugboats, and crane operators, in addition to multiple meetings with shipping companies and clients to fine-tune processes. We also worked closely with customs and port authorities to ensure the safety and efficiency of the process,” Beatriz Yera stated.

Two weeks into this operation, Yera noted that the operations have been planned. “Each ship is planned according to the destination, according to the weight of the containers, but one of the things we’ve learned is that if the ships arrive on time, we can deliver a smooth operation that meets the expectations of the shipping lines and end customers,” he said.

Expansion and strengthening of the terminal

To meet growing demand and continue attracting more services, APM Terminals is undergoing the second phase of expansion of its terminal in Lázaro Cárdenas.

This project, which began in September 2023 with an investment of more than $150 million , seeks to increase operational capacity and improve infrastructure with new cranes and specialized equipment.

“We are investing in new gantry cranes, yard support equipment, and shuttle carriers. In December, we received 14 new shuttle carriers, new yard cranes will arrive in May, and in August, we will add our eighth gantry crane. This will allow us to operate more efficiently and better respond to market needs,” Yera explained.

The expansion phase will be completed by February 2026 and will allow APM Terminals to handle increased cargo volumes and attract new transcontinental services.

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