LOS CABOS, BCS – Productivity is no longer measured solely in movements per hour. At the XXVII Intermodal Congress of the Mexican Intermodal Transportation Association (AMTI) , port operators, shipping companies, and railway companies agreed that the true challenge for the Mexican logistics chain is no longer building more capacity, but rather ensuring that all links operate in a connected manner , with traceability and predictability.

During the panel “Infrastructure that connects: productivity in motion”, moderated by Francisco Fabila, general director of Ferrocarril y Terminal del Valle de México (Ferrovalle) , the participants outlined a shared diagnosis: Mexico has world-class port and rail infrastructure, but the lack of technological and operational integration continues to generate uncertainty for intermodal users.

“The challenge is not basically to create more capacity, it’s not to build more capacity than we already have. At good levels of productivity, we still have capacity, we have solid operational talent , and world-class infrastructure. I think what we lack is integration,” stated Héctor Espinoza, Director of Operations for Mexico and Central America at Mediterranean Shipping Company (MSC) .

The conversation revolved around a recurring concept: the customer no longer demands just speed, but certainty . Iker Allison, Vice President of Marketing at SSA Marine Mexico , one of the country’s leading port operators, summarized one of the industry’s biggest challenges: “The customer can tolerate a one-day delay. What they can’t tolerate is uncertainty, not knowing when their container will arrive.”

Following this logic, the panelists agreed that productivity is no longer exclusively associated with throughput or hourly transaction records at terminals. Now, the focus is on the overall user experience and the ability of the entire supply chain to deliver reliable, real-time information.

“Giving them the possibility at all times, from end to end, of that predictability and consistency is what we prioritize today,” Espinoza added, noting that traditional operational metrics have begun to lose relevance compared to the need to guarantee complete cargo traceability.

Daniela Silva, Chief Commercial Officer of APM Terminals Mexico , explained that one of the most demanded factors by intermodal users is precisely the constant visibility of operations . “Having real-time information, accessible 24/7,” she noted, “has become an indispensable element in modern logistics.”

However, the panel agreed that technology alone will not solve the supply chain’s structural problems. Although each actor has developed platforms, monitoring systems, and digital tools, the lack of communication between them continues to generate friction.

“If there were true interconnectivity through systems and the customer received a single response, then that would eliminate uncertainty ,” Allison stated. He noted that it is still common for a terminal to report that a container has already been loaded onto the railcar while the rail operator maintains that the container has not yet appeared in their system.

This disconnect is also reflected in customs processes . During the panel, it was highlighted that, despite advances in digitization, most users continue to experience delays and intermittent service on government platforms. “How can you provide a predictable, repeatable service when the system is down?” Fabila asked, referring to the challenges still facing the Single Window for Foreign Trade (Vucem).

The discussion then shifted to automation and the use of artificial intelligence within port terminals. Silva highlighted that APM Terminals operates the only 100% automated yard in Latin America in Lázaro Cárdenas , equipped with OCR systems and traceability tools developed both globally and locally.

“ Technology is another ally . Logistics never stops. So, creating tools that allow the customer to have 24/7 access to information is fundamental,” he stated.

For Fabila, technological advancements have already radically transformed logistics operations. “Today, logistics is a watershed moment in how technology can bring operational efficiency to our processes,” he stated, describing the impact of automated terminals and the use of artificial intelligence in cargo recognition and handling.

But even in an increasingly automated environment , the panelists insisted that the main bottleneck remains coordination between actors. “The development we may achieve as isolated entities means nothing if all the actors in this chain do not also increase their productivity,” Allison warned.

Meanwhile, the companies confirmed their continued commitment to Mexico with new expansion projects. Silva noted that APM Terminals recently inaugurated Phase 2 of its expansion in Lázaro Cárdenas, adding 65 hectares and new automated cranes, and announced a third phase focused on extending the dock by 420 meters .

“We believe that Mexico is a potential market and we believe in its development,” he said.

Despite a global environment marked by economic uncertainty and trade tensions, participants were optimistic about the performance of the second half of the year and the upcoming peak season .

“We are expecting a very good , positive peak season and we are preparing for that,” Allison commented, while Espinoza assured that MSC maintains a “very robust capacity” and a long-term commitment to the Mexican market.

The discussion also addressed the challenge of increasing rail’s share of freight movement from ports. Participants felt that the potential of intermodal transport remains underutilized and requires greater promotion of its operational and environmental advantages.

“There is enormous value in rail transport ,” Silva stated. “It’s about how we incentivize the use of rail by showing real advantages for the customer.”

Sustainability emerged as another strategic focus for the industry. SSA Marine highlighted that the terminal they acquired in Manzanillo was the first fully electrified terminal in the country, while APM Terminals stated that by 2026 it will operate with 100% clean energy in Lázaro Cárdenas and will develop electrification projects in Progreso.

Finally, Fabila proposed a change in perspective regarding the role of port terminals . “Terminals should be conceived as transfer spaces, not storage facilities,” he argued, maintaining that true intermodal efficiency depends on keeping containers flowing constantly and minimizing their time spent within ports.

Beyond the multimillion-dollar investments in infrastructure, automation, or expansion, the panel reached a clear conclusion: the future of Mexican intermodal transport will depend less on building more capacity and more on ensuring that the entire logistics chain finally operates as a single system.

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El cargo Ports, shipping companies and railways seek to accelerate intermodal integration in Mexico apareció primero en T21.

TIJUANA, BC – The Port of Ensenada seeks to reposition itself as a strategic hub for maritime trade in Northwest Mexico amidst a global environment marked by geopolitical uncertainty, pressure on supply chains, and the need to accelerate investments in infrastructure, digitalization, and logistics coordination. This was one of the main conclusions of the panel “Challenges and Opportunities of Maritime and Port Connectivity,” held within the framework of ETYL Cali-Baja 2026 , organized by Grupo T21.

During the meeting, representatives from shipping companies, port terminals, trucking companies, logistics operators, and the port authority agreed that Ensenada’s growth has ceased to be an expectation and has become a reality that is beginning to strain the region’s infrastructure and operational processes.

José Cobos, Sales & Marketing Director of Mediterranean Shipping Company (MSC) , affirmed that the shipping company maintains a long-term commitment to Ensenada despite the volatility generated by the renegotiation of the United States-Mexico-Canada Agreement (USMCA) and the tariff landscape in North America. “MSC is a company that invests in the future, with a perspective extending to the next 10 or 20 years,” he stated, while also highlighting the growth of industries related to technology, semiconductors, and data centers in northwestern Mexico.

The executive noted that Ensenada has also become a relevant alternative for alleviating congestion at other Mexican Pacific ports, particularly Manzanillo and Lázaro Cárdenas . From his perspective, the immediate challenge will be to support the potential growth in demand with greater logistical and maritime capacity. “Mexico is in a strong position despite the current geopolitical situation… in 10 or 15 years this will be a very important region,” he pointed out.

The growth vision was also supported by Ollincuauhtli Méndez, general manager of Hutchison Ports EIT , who noted that the group will celebrate 30 years of operation in Ensenada in 2027 and that it recently completed an expansion of the port terminal . He also announced the arrival of a new container crane this year as part of a strategy that combines infrastructure, automation, and artificial intelligence.

“The focus in operational matters isn’t just on infrastructure, but also on modernizing operations to make them more agile and adapted to the world we live in,” he said. He even detailed that the new cranes operate with remote controls, artificial intelligence, and machine learning tools capable of learning from operations to seek greater efficiencies.

Méndez acknowledged that the pressure on infrastructure is beginning to be felt as the region becomes more attractive to cargo that currently moves via Long Beach or Los Angeles . “We have a lot of room to grow (…) the market is large,” he asserted, noting that the terminal maintains commercial and scouting strategies to attract new volumes.

From the port authority, Fidel Murillo, Operations Manager of the National Port System Administration (Asipona) Ensenada , explained that the port is making progress on projects to expand its maritime and land capacity. Among these, he highlighted the upcoming tender to extend the turning basin from 450 to 550 meters , as well as dredging works financed through the FIDEMAR trust.

The official maintained that the port offers competitive conditions for handling deep-draft vessels and highlighted the recent inauguration of a maritime traffic control center that will provide shipping lines with real-time information on draft, transit times, and operational conditions. “This makes us more efficient, ensuring the fastest and most efficient arrival of ships,” he commented.

Murillo also revealed that Ensenada’s logistics strategy includes projects outside the port area, particularly the development of an inland port in Jatay , about 25 kilometers from the port, where a 1,000-hectare industrial zone is planned. The goal, he explained, is to alleviate pressure on urban operations and expand regional logistics capacity.

However, while investments are progressing, participants acknowledged that the main obstacles continue to be operational coordination and administrative processes. Israel Delgado, CEO of Express Service Transport Inc. , warned that “the highest cost we face is inefficiency,” particularly due to red tape and the coexistence of different regulatory and logistics actors.

The businessman also warned of two growing pressures: the shortage of truck drivers and the problems with land access to the port. “Ensenada is growing significantly, and the infrastructure is being overwhelmed ,” he stated, emphasizing the need to work with local authorities to prevent the last mile from becoming an obstacle to regional growth.

Francisco Espinoza, commercial manager of Internaves de México , focused part of his presentation on the need to standardize logistics processes to serve time-sensitive industries such as IMMEX (the maquiladora and export manufacturing industry) and aerospace. “ Just-in-time is not something to aspire to, but a fundamental element for supply chains,” he stated.

Espinoza warned that some regulatory and customs changes implemented at the national level do not necessarily reflect the operational dynamics of Baja California. “ There are horror stories out there , but the flow of this operation can be streamlined by sitting down together to review our needs,” he said, calling for greater coordination among authorities, terminals, and service providers.

The discussion also addressed the uncertainty generated by trade tensions between Mexico, the United States, and Canada. Although participants acknowledged that the market reacted nervously to the new US tariffs and the USMCA negotiations, an optimistic view prevailed regarding the logistical potential of northwestern Mexico.

“It is very easy to lose trust and very difficult to regain it,” acknowledged Ollincuauhtli Méndez, who considered it essential to avoid regulatory bottlenecks and take advantage of technological modernization to streamline reviews and processes.

In parallel, Asipona Ensenada announced new projects linked to a bonded warehouse for the development of a multi-purpose terminal for general cargo – which is expected to be put out to tender soon – as well as a new cruise terminal and a large-scale tourist marina, initiatives that seek to expand the economic and logistical diversification of the port.

At the close of the panel, the participants agreed that the main challenge for Ensenada will not only be to grow, but to do so in a synchronized way between infrastructure, regulation, connectivity and customer service.

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El cargo Ensenada accelerates its logistics strategy 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.

In a context where the automotive industry faces greater operational pressures, logistical disruptions and increasingly demanding needs, MSC Mexico reinforces its position as a strategic partner of the sector, offering logistics solutions designed to guarantee productive continuity, efficiency and reliability in the movement of auto parts.

With more than five decades of experience in international transport and more than 26 years of solid presence in Mexico, the company has developed a specialized offering aimed at manufacturers, suppliers and exporters of auto parts, focused on strengthening the supply chain and reducing logistical risks in a highly competitive and dynamic environment.

In an industry where on-time delivery and synchronization with production processes are crucial for operations, MSC is committed to customized logistics solutions that accompany each shipment from origin to final destination, integrating visibility, control, and responsiveness throughout the entire process.

Solutions designed for the auto parts industry

MSC Mexico offers the automotive sector a comprehensive proposal that responds to the specific needs of the auto parts movement, including:

Tailor-made solutions: Logistics services developed according to the operational requirements of each client, aligned with their production chains and distribution strategies.

Specialized attention: Dedicated teams with experience in automotive cargo provide continuous support and proactive assistance at every stage of the logistics process.

Global coverage with a local focus: Connectivity to and from Mexico with strategic markets in Asia, Europe, America, Africa and Oceania.

Access to key markets: Direct stops at secondary ports reduce transshipments, minimize risks, and speed up delivery times.

Land transport solutions: Coverage in the main automotive corridors of the country, including Guanajuato, Nuevo León, Puebla and Querétaro.

“In the automotive industry, logistics has ceased to be merely an operational factor and has become a strategic element that directly impacts production continuity and the competitiveness of companies. At MSC, we work as long-term partners , designing solutions that allow our clients to operate with greater predictability, efficiency, and control, even in increasingly complex logistical environments,” said José Cobos, Sales Director of MSC Mexico.

Thanks to its experience in the comprehensive management of automotive supply chains, MSC helps its clients maintain stable, resilient operations aligned with the demands of the global market.

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El cargo MSC strengthens auto parts logistics as a key enabler for the automotive supply chain apareció primero en T21.

“Worry about what you can control” is the premise that defines the resilience with which logistics leaders have navigated the uncertainty generated by the current situation, marked by geopolitical changes and protectionist measures in global trade , which, far from stopping the flow of goods, have reconfigured supply chains towards a regionalization model

In the panel “The Art of Leading in the Storm of Uncertainty ,” within the framework of “The 100+ Influential Figures in Transportation and Logistics ,” specialists pointed out that Mexico has overcome tariff uncertainty by becoming the largest supplier to the United States.

In December 2025 alone, Mexico consolidated its position as the main trading partner of its northern neighbor, registering an  exchange of goods worth 70.521 billion dollars , according to data from the  United States Census Bureau .

Given this scenario, the panelists agreed that dependence on Asia must be reduced, taking advantage of the geographical proximity to the United States and the capacity of Mexican manufacturing to strengthen the North American bloc , especially in the upcoming review of the United States-Mexico-Canada Agreement (USMCA) .

Innovation and agility: facing uncertainty in maritime transport

In that context, Diana Cadena , commercial manager of Hutchison Ports ICAVE , and Víctor Monroy , general manager for Mexico and Central America of MSC , spoke from their experience in the maritime sector, highlighting the importance of innovation and agility in port operations.

Cadena cited Bahía Norte in Veracruz as an example of innovation, noting that it was the first joint venture between a port authority and a private company in Mexico. “Without this vision, this joint venture, the port of Veracruz wouldn’t be able to receive the ships it does today. Proof of this is that in January of this year we received the largest ship to ever enter the port, measuring 350 meters in length,” he explained.

He explained that port infrastructure has demonstrated that innovation is the engine of profitability and recalled that the Veracruz terminal went from handling 70,000 TEUs (20-foot containers) in 1995 to more than one million TEUs annually today, attributed to an operational discipline that integrates sustainable technologies, such as electric cranes and automated systems, to compete in the global market.

He also considered that the cost of logistics must be understood, since a plant shutdown or disruption can generate large economic losses

Monroy emphasized that uncertainty is a factor that is always present in logistics and other areas, such as politics, and that the best way to counteract it is for shipping companies to be flexible and agile in responding to the needs of the sector.

“We need to be able to respond quickly to the new needs that a market generates. Despite all the geopolitical issues of last year, despite the issue of tariffs, world trade did not stop, it did not stall, it even grew,” Monroy emphasized.

He said that when flows from Asia to the United States slowed considerably, those flows began to migrate to other markets, “and we were able to mobilize our fleet, so that those markets that needed that support were served in an agile and rapid manner.”

The railway sector and its opening to other markets

In the railway sector, uncertainty has worked in its favor, as it has opened up new niches and shifted from a globalized approach to one focused on regions.

Oscar Del Cueto , president of Canadian Pacific Kansas City (CPKC) of Mexico , stated that the railroad presented an opportunity for new markets, such as the one from Canada to Mexico.

“Today we are creating this ‘ land bridge ,’ as we call it. We transport products from Canada across the United States, they pay us tariffs, they pay us taxes, and we reach a new market that didn’t exist in Mexico and where there is demand. We are talking about grain, wheat that we are bringing from Canada to the Mexican market, passing through the United States without any problem, because we have this connectivity network,” he explained.

Other products include LP gas and plastics. We are also shipping household appliances made in our country via rail. The automotive market, where we already had some shipments from Mexico to Canada, has now grown. So, I think there are opportunities. This is the world we live in; there is a lot of uncertainty, but I believe it also presents us with opportunities.

He emphasized that the railroad is entering markets traditionally dominated by trucking, such as refrigerated goods , by leveraging the network that connects the three USMCA countries. The goal is to make the border between Mexico and the United States as efficient as the one between the US and Canada.

He asserted that to overcome uncertainty, one must focus on what can be controlled to strengthen the North American bloc.

“Worry about what you can control, don’t worry about what you can’t control. There’s a lot out there that we can’t control, but there are things that we can. The flows don’t stop; what can change are the markets,” he pointed out.

Road transport, with structural challenges

According to the National Association of Bus, Truck and Tractor-Trailer Manufacturers (ANPACT) , more than 80% of the goods that move in Mexico travel by road, making road transport the backbone of the national economy.

In that context, Raúl Monroy , president of Grupo TMS (Transportes Monroy Schiavon) – number 12 in the Top 100 of Motor Transport® – considered that, although motor transport is a key factor for products to reach their destination efficiently and safely, this sector faces critical structural challenges to absorb regional growth.

In that regard, he warned that there is a limited road infrastructure , which is compounded by a shortage of operators, which could hinder economic development.

According to the National Chamber of Freight Transportation (Canacar) , Mexico has a shortage of more than  90,000 operators —which keeps the same number of tractor-trailers idle—a situation that could worsen in the coming years, since if the trend continues, by 2028 the figure could exceed 110,000 operators.

He warned that another problem in the sector is the constant disruptions at toll booths, which increase transit times by 20 to 25 percent. These “hidden costs” reduce operator productivity and the utilization of equipment.

Monroy also pointed out that regionalization represents a great opportunity for transportation in Mexico. “The United States and Canada are our main trading partners, and Mexico has now become the United States’ main trading partner, so this will inevitably impact us with more movement, new challenges, and more routes.”

For his part, Jorge Machuca , leader of the Latin American Engine Segment at Cummins , stressed the importance of constant dialogue with the federal government to resolve critical infrastructure problems, such as the saturation of Highway 57 – which runs through much of Mexico, from the border with the United States in Piedras Negras, Coahuila, to Mexico City – and to define a path towards decarbonization.

In this edition of The 100+ Most Influential People in Transportation and Logistics , the message was clear. Leaders in the logistics sector agreed that supply chains must transition from reactive to predictive and forward-looking management models, with supply chains becoming increasingly regionalized, in a clear effort to strengthen and boost the North American bloc.

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El cargo Resilience and regionalization: logistical reconfiguration in the face of global uncertainty apareció primero en T21.

When Mediterranean Shipping Company (MSC) announced its entry into the air cargo industry in late 2022, the move was seen as a natural extension of its multimodal ecosystem. The creation of MSC Air Cargo was not merely a timely gamble , but rather a response to the need to offer comprehensive solutions in a business environment characterized by speed, specialization, and the resilience of supply chains.

The first flight, from China to Mexico, immediately underscored the strategic importance of the Latin American country within this new network. It was not an isolated trial, but rather the starting point of an operation designed to facilitate global flows of e-commerce and high-value exports.

“From the first flight, the role that Mexico plays in this service made sense, as a natural complement to maritime transport,” recalls Victor Monroy, general manager for Mexico and Central America at MSC, in an interview with T21, emphasizing that air cargo does not replace the ocean business, but rather complements it.

Mexico is emerging as a regional facilitator , supporting selective connectivity and facilitating intraregional flows. “ Mexico is a key player in MSC Air Cargo’s global service ; it’s an important hub for connecting with the rest of Latin America,” explains Monroy. Added to this is an internal phenomenon: the country is beginning to develop its own air cargo ecosystem, driven by new routes and the demand from sectors requiring more precise logistics solutions.

This dynamism is reflected in the volumes. The cargo composition reveals the airline’s strategy: pharmaceuticals, perishables, aircraft engines, prototype and luxury vehicles, as well as imports linked to Asian e-commerce. To handle these commodities, the company relies on certifications such as IATA CEIV Pharma and IATA CEIV Fresh , which guarantee processes aligned with the most demanding industry standards.

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El cargo Mexico “takes off” in the MSC air network apareció primero en T21.

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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El cargo MSC reaches 7 million TEUs and accelerates its dominance at sea apareció primero en T21.

Although intermodal transport is growing, various infrastructure and process actions are needed to increase cargo movement, for example, from 25% to 80% in the ports of Manzanillo and Lázaro Cárdenas alone .

Víctor Monroy Vollmer, general manager for Mexico and Central America at Mediterranean Shipping Company (MSC) , stated that the country has the potential to be a regional intermodal hub or node , but “it remains untapped, far from what it could be. It’s important to have a strategy for the proper development of the rail network.”

At the 22nd edition of ExpoRail, organized by the Mexican Association of Railways (AMF) , he considered that the routes should be expanded to other areas and not just to the center of the country or to Guadalajara or Monterrey, “we need them to be towards the northwest and south.”

However, the executive indicated that there are three challenges for intermodal: the structural imbalance in import and export corridors , “this often prevents us from designing better service structures. We have important industrial hubs that bring in a lot of imports, but most of the exports go to the United States.”

Another challenge identified was the limited port infrastructure, automation, and customs , security, import, and export processes, which are inefficient, necessitating modernization, technological advancement, and digitization.

He also mentioned that the lack of operators in the trucking industry should be a factor in shifting more freight to rail, “however, we have a shortage of transportation, operators, and an industry deeply rooted in road transport.”

He indicated that Mexico is an important hub for the shipping company, as it connects cargo from the Atlantic and Pacific oceans, which are loaded onto north-south routes or to South America.

“ For us, intermodal makes a lot of sense , not only for operational efficiency but also for environmental efficiency. We are also promoters of decarbonization in partnership with railway companies in Europe, North America, Asia, and Mexico. We are strongly pushing the intermodal connection of our freight network. Mexico is an important center for freight acquisition and a logistics hub for our container distribution, so the intermodal option for moving full containers is important, but for moving empty containers, it is even more so,” he explained.

For his part, Rodrigo Estrada, CEO of Canadian National (CN) , reiterated that the challenges are infrastructure, but also political will and industrial concentration , and from this perspective, the company sees great potential for intermodal growth in the Bajío region, where 90% of companies from Quebec are concentrated.

“Indeed, intermodal terminals in the region have been growing, and I believe they are capable and, in some ways, well-suited for growth. But we do see some challenges. We need to review and probably adapt to current legislation and regulations. Today, laws do not favor intermodal transport over road transport. This causes customers to feel a certain degree of uncertainty, and the other is a cultural change, such as making the customer feel confident in approving a service. I can add a third factor: coordination between the different logistics operators, customers, and authorities. There’s a significant challenge there,” he said.

John Sánchez, commercial director of APM Terminals Lázaro Cárdenas , said that intermodal is a fundamental part, a strategic link in logistics for all of its clients , and even more so because of the railway infrastructure to which they have access, but he assured that it is essential that the actors in the chain share a vision of efficiency and competitiveness.

“Infrastructure, technology, since a well-structured process is an incredible foundation for automation, and digitalization is the easiest way to achieve intermodal, this is where the challenge lies,” he explained during his participation in the panel Freight Railways, Modal Shift, Challenges and Opportunities for Converting Freight to Intermodal .

He stated that this mode of transport has the potential to grow at the percentages mentioned in the ports of Manzanillo or Lázaro Cárdenas. At the start of operations in the latter, through the container terminal, it was estimated that it would be 80% intermodal versus 20% road, but currently the opposite is true, with an opportunity for growth for intermodal through nearshoring (relocation of production lines), industrial corridors, and companies’ sustainability agendas.

Diego Anchustegui, president of the Mexican Intermodal Transport Association (AMTI) , noted that the benefits of this service include price, transit time, sustainability, safety, and capacity. Meanwhile, on the maritime side, at the aforementioned ports, it is more competitive compared to road service.

“Intermodal has grown at an astonishing rate. We’ve seen double-digit cross-border growth this year. The macroeconomic situation is complicated, but intra-Mexico has increased in recent years. Maritime traffic has grown, and services have improved significantly, but we also have much to do,” he emphasized.

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Fresh fruit trade in Asia continues to thrive, with a projected compound annual growth rate (CAGR) of 6.8% over the next five years. Globally, the market is also booming, with a CAGR of 3.48% . This momentum is driven by consumer health concerns and technological advancements in cold chain logistics.

With over 50 years of experience in this rapidly evolving sector, MSC will be present at Asia Fruit Logistica (AFL) 2025 from September 3-5 at AsiaWorld-Expo in Hong Kong. Its experts look forward to meeting with visitors and discussing how MSC helps producers, exporters, and retailers market fresh produce with confidence.

MSC’s comprehensive solutions include:

Access to a global network and trade services: Offers comprehensive and competitive services between key import and export destinations, helping to streamline supply chains and unlock new trade opportunities.

Real-time visibility with MSC iReefer: The most advanced container monitoring system for refrigerated cargo. This intelligent solution allows customers to track refrigerated shipments 24/7.

An advanced reefer fleet: MSC operates one of the world’s largest reefer fleets, delivering over two million TEUs (20-foot containers) of refrigerated cargo annually.

Seamless cold chain delivery: Offers reliable, temperature-controlled transportation from farm to fork. By integrating MSC’s maritime and intermodal networks (road, rail, and barge), they deliver fresh fruits such as bananas, citrus fruits, grapes, and apples directly to customers’ doors.

Sustainability: Its energy-efficient refrigerated fleet is equipped with the Star Cool system, which maintains precise temperatures through a simple, effective, and energy-saving design.

Get information at the MSC booth presentations

During AFL, MSC experts will share insights into its cutting-edge container monitoring solution, comprehensive global network, and specialized reefer capabilities.

Presentation 1: MSC iReefer: Smarter Shipping for Fresh Produce

• Date: September 3, 2025, Wednesday.
• Time: 2:30 – 3:00 pm.
• Presenter: Claudia Bazán, Reefer Export Liner, MSC Peru.
• Learn how MSC iReefer provides customers with real-time visibility into their shipment’s position, temperature, and more, helping prevent loss and optimize efficiency.

Presentation 2: Delivering Freshness: MSC’s Commercial Network and Refrigerated Capabilities

• Date: September 4, 2025, Thursday.
• Time: 2:30 – 3:00 pm.
• Presenter: Davina Ng, Senior Commercial Manager, MSC Asia Regional Office located in Singapore.

Learn more about MSC’s service strengths across key fresh fruit and vegetable trade routes, including its new services and specialized chilled capabilities tailored to these markets.

Visit MSC at booth 3M15 to discover how it can boost business in today’s fast-paced fresh produce market.

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