The port of Manzanillo, Mexico’s busiest for containerized cargo, closed the first half of 2026 with near double-digit growth in container traffic, but this aggregate figure only tells part of the story. Behind the increased volume lay a deeper transformation: cargo became even more concentrated at the SSA Marine Mexico and Contecon Manzanillo terminals , while TIMSA ( owned by Hutchison Ports ) and OCUPA (also owned by SSA) lost market share, and several shipping lines significantly altered their presence at each terminal.

Between January and June 2026, Manzanillo handled 1,168,785 boxes, equivalent to 2,071,263 TEUs (20-foot containers) , compared to 1,068,563 boxes and 1,884,028 TEUs for the same period in 2025. This represented annual increases of 9.4% and 9.9%, respectively, according to data from the National Port System Administration (Asipona) Manzanillo .

Manzanillo’s total movement

The port added 187,235 TEUs in one year. However, the growth was not driven by imports, traditionally linked to the arrival of goods from Asia, but by operations classified as exports and by transshipments .

Exports and transshipment contribute almost all of the growth

Imports reached 847,841 TEUs, just 10,779 more than a year earlier, representing a 1.3 percent increase. Exports, on the other hand, rose by 132,843 TEUs, equivalent to 17.1 percent, while transshipments added 43,614 TEUs, growing by 16.2 percent .

Movement by type of operation

Exports accounted for approximately 71% of the additional volume, while transshipments contributed another 23%. Imports generated less than 6% of the net increase.

However, the export category should be interpreted with caution. Port statistics include both full and empty containers , so the increase cannot be directly equated with a similar growth in Mexican goods shipped abroad.

The composition of the activity also changed. Imports reduced their share from 44.4% to 40.9%; exports increased from 41.3% to 44% and became the main operating component; and transshipments rose from 14.3% to 15.1%.

SSA and Contecon capture more volume than the port grew.

The main transformation occurred in the distribution of cargo between terminals.

SSA increased from 806,523 to 921,028 TEUs , a rise of 114,505 units or 14.2 percent. Contecon advanced from 740,602 to 854,298 TEUs, with an additional 113,696 and an expansion of 15.4 percent.

Together, both terminals added 228,201 TEUs , an amount exceeding the net growth of the entire Manzanillo port. The difference is explained by the declines recorded at TIMSA and OCUPA, which together lost 40,967 TEUs.

Movement by terminal

TIMSA went from 174,135 to 152,130 TEUs , while OCUPA fell from 162,769 to 143,807. The two declines partially offset the growth of the leading terminals.

Participation by terminal

SSA and Contecon increased their combined stake from 82.1% to 85.7%, while TIMSA and OCUPA reduced theirs from 17.9% to 14.3%.

The figures confirm a reconcentration of cargo , although they don’t, on their own, allow us to conclude that specific services have migrated directly between terminals. To demonstrate such shifts, it would be necessary to review itineraries, frequencies, alliances, and the commercial decisions of each shipping company. What the data does show is that the two largest facilities grew at the same time that the others lost volume and relative market share.

ONE retains its port leadership

In the consolidated figures for Manzanillo, the Japanese company ONE led the movement with 337,577 TEUs, equivalent to 16.3% of the total. Hapag-Lloyd came in second, with 293,836 TEUs; followed by MSC , with 264,764; and Maersk , with 243,074.

CMA CGM ranked fifth, with 184,147 TEU; Cosco Shipping reached 177,615 and Evergreen closed the group of the seven largest with 144,883 TEU.

Top 20 shipping lines in Manzanillo, January-June 2026

The first four shipping lines accounted for approximately 55% of the traffic ; when CMA CGM, Cosco, and Evergreen were added, the top seven accounted for roughly 79.5%. The top 20 represented almost 98% of the port volume.

The four largest shipping companies do not explain the expansion

Manzanillo’s growth was not uniformly matched by its four largest operators.

ONE was the only one to advance, although by just 1.9 percent. Hapag-Lloyd declined 2.6 percent, MSC fell 7.3 percent, and Maersk dropped 11.4 percent.

Evolution of the four main shipping companies

These companies collectively handled almost 54,000 fewer TEUs, even though the port grew by more than 187,000. Their combined market share decreased from around 63.3% to 55%.

The data reveals that the expansion came from a broader base of operators, particularly CMA CGM, Cosco, Evergreen and various medium-sized Asian shipping lines, in addition to changes in cargo distribution by terminal.

SSA: Three shipping companies account for almost 84% of the movement

The SSA structure shows a high concentration in ONE, Hapag-Lloyd and Maersk .

ONE increased its TEU capacity from 224,456 during the first half of 2025 to 274,782 in 2026, a 22.4 percent increase. With this result, it displaced Hapag-Lloyd as the terminal’s main shipping line.

Hapag-Lloyd increased 8.5% to 259,477 TEUs, while Maersk advanced 19.4% to 236,383 TEUs. The three companies accounted for 770,642 TEUs, equivalent to 83.7% of SSA’s total movement.

MSC also significantly increased its activity, going from 31,058 to 86,009 TEUs, while ZIM rose from 3,960 to 46,353. HMM was the only line in the group with a contraction, losing nearly 2,000 TEUs.

SSA’s net growth cannot be attributed solely to one company. ONE contributed an additional 50,326 TEUs , Maersk 38,471, and Hapag-Lloyd 20,249; these were complemented by strong gains from MSC and ZIM.

ONE also exhibited a distinct operational profile due to its high transshipment activity. Of its 274,782 TEUs at SSA, 144,991 corresponded to connections between maritime services, more than half of its volume within the terminal.

Contecon: CMA CGM retains first place despite setback

Contecon presented a different picture. Its three main clients were CMA CGM, MSC, and Cosco , which together accounted for 517,976 TEUs, equivalent to 60.6% of the terminal’s activity.

CMA CGM led the movement with 183,947 TEUs; followed by MSC, with 175,796; and Cosco, with 158,233. Wan Hai was in fourth position, with 77,261 TEUs; ONE reached 62,397 and PIL , 53,518.

Main shipping companies at Contecon, January-June 2026

CMA CGM’s leadership was not associated with expansion. The shipping company’s volume fell from 208,114 to 183,947 TEUs, a drop of 11.6 percent. MSC also saw a decrease, from 209,166 to 175,796 TEUs, equivalent to a 16 percent decline.

In 2025, MSC had surpassed CMA CGM by just over 1,000 TEUs. In 2026, CMA CGM took first place because its contraction was less than that recorded by MSC.

Evolution of the main shipping companies of Contecon

Contecon grew 15.4% despite CMA CGM and MSC jointly losing 57,537 TEUs. The advance was mainly supported by Wan Hai, which added 67,615 TEUs; PIL, with an additional 53,194 on a marginal basis; HMM, with 18,834; Cosco, with 16,940; and ONE, with 8,811.

This performance demonstrates a significant restructuring of the terminal’s portfolio . While its two largest historical clients declined, a combination of Asian carriers more than offset those losses.

Two terminals with different profiles

SSA and Contecon shared growth rates exceeding 14%, but their shipping structures were different.

In SSA, ONE, Hapag-Lloyd, and Maersk accounted for almost 84% of the volume. Contecon showed a distribution less dependent on a single line, although CMA CGM, MSC, and Cosco accounted for more than 60%.

SSA strengthened its position with growth from its three largest clients, in addition to MSC and ZIM. At Contecon, the opposite occurred: the two leading shipping lines declined, and the increase came from operators in secondary positions during 2025.

The result combines a greater physical concentration of cargo in two terminals with a relative diversification of growth among shipping companies.

The transpacific market adds volatility to the realignment

The transformation in Manzanillo occurred during one of the most volatile periods in recent history for services between Asia, Mexico, and the West Coast of South America . During June, rates shifted dramatically in just a few weeks due to sharp adjustments in space availability and congestion at origin and transshipment ports.

The Eternity Group Mexico EAX index closed May at $3,488 per FEU (40-foot equivalent unit) , but during the first weeks of June it climbed to a high of $6,500. The surge was related to a contraction in supply inherited from the previous month, when the corridor registered a capacity deficit of up to 24,000 TEUs.

The situation reversed during the second half of June. Congestion created an injection of space that shifted the balance from a deficit to a surplus of 42,000 TEUs, causing tariffs to correct toward the $5,000 per FEU mark. The speed of this shift demonstrated the sensitivity of prices to any weekly change in capacity deployment.

The period also coincided with the global delivery of new container ships with a combined capacity of 183,089 TEU. CMA CGM led the way by taking delivery of three vessels totaling 45,460 TEU, while OOCL added the largest single vessel of the month, with a capacity exceeding 24,000 TEU.

The fleet expansion opened the possibility of tariff stabilization during July, with levels close to four thousand dollars per FEU, although this was contingent on weekly capacity remaining above 150,000 TEUs. Even so, the cost reduction does not eliminate the operational risks associated with schedule changes, congestion, weather, and reduced reliability of transit times.

In this context, Manzanillo’s 9.9% growth did not occur under stable conditions. It took place amidst a temporary shortage of space, abrupt tariff increases, subsequent capacity recovery, and ongoing adjustments to shipping services.

Port statistics and freight rates reveal two sides of the same market. While Manzanillo processed more containers, shipping lines adjusted capacity, port calls, and equipment allocation to adapt to a changing corridor. This underscores the importance of logistics planning : higher port volume alone does not guarantee stable space, reliable schedules, or predictable rates.

The first half of the year thus left a new operational map: SSA and Contecon concentrated 85.7% of the cargo; TIMSA and OCUPA lost ground; ONE maintained its port leadership; CMA CGM led Contecon despite falling behind; and shipping companies such as Wan Hai, PIL, HMM and Cosco gained relevance amid unprecedented volatility in transpacific freight rates.

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

El cargo Cargo is being reorganized in Manzanillo; SSA and Contecon strengthen their dominance as the shipping map changes apareció primero en T21.

While the world’s leading shipping companies compete on scale, capacity and fleet size,  Pacific International Lines (PIL)  – founded in Singapore – seeks to make its way into the Mexican market by betting on a different strategy: closeness to the customer, speed in decision-making and long-term relationships . 

That is the vision that Brenda Santiago has been driving since last April, when she took over as the company’s general manager in Mexico amidst one of the most complex moments for transpacific maritime transport , marked by rising tariffs, space shortages and growing uncertainty stemming from changes in US trade policy. 

The executive reached the position after an 18-year career in the maritime industry, a career that began in cargo release and later led her to hold financial and regional responsibilities in various Latin American countries. Today, she heads an office destined to play a key role in PIL’s expansion plans in the region . 

“My vision is to consolidate PIL as an organization recognized for its closeness to customers, excellence in service and ability to adapt to a constantly evolving market,” he says in an interview with T21. 

Its arrival coincides with a period of strengthening the Singaporean shipping company’s direct presence in Latin America. After establishing its own operations in Mexico and Peru, the company continues to expand with new offices in Ecuador and Colombia , a strategy aimed at bringing decision-making closer to the markets where it operates. 

Mexico occupies a special place within these plans. In addition to being one of the main destinations for Asian cargo, it represents a natural platform for connecting services to Central and South America.

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

El cargo Asia, Mexico and a long-term commitment apareció primero en T21.

Pacific International Lines (PIL) has made a key change in its Mexican operations. Brenda Santiago has assumed the general management of the shipping company in the country , at a time when the maritime market is facing operational pressures, tariff adjustments, and increasingly intense competition on the Asia-Mexico route.

The announcement was made by the executive herself through her LinkedIn profile , where she stated that she is starting “a new chapter” in her professional career.

“I am pleased to share that I am beginning a new chapter as Managing Director for Mexico at PIL Pacific International Lines (PTE) Ltd.,” she posted. The transition, she explained, comes after “many years in a role that shaped me both professionally and personally.”

The message also reveals the tone of the challenge she is taking on. “It’s a role that comes with real challenges, and I’m ready for it ,” she added, in an environment where shipping companies have had to adjust their strategies in the face of volatile demand and cost pressures.

In terms of experience, Santiago comes to this position with a background in global shipping companies, particularly CMA CGM , where he has developed his career in various roles within the maritime business , with exposure to both the Mexican market and international operations. His profile also reflects active participation in business development and training initiatives within the logistics sector.

Although the strategic priorities under this new leadership have not been publicly detailed, the move comes at a time when Mexico remains a relevant market within the transpacific network, particularly due to its connection with Asia and the dynamism of its imports.

The change in local management is part of a strategy the company itself has been developing in recent years. According to an analysis published by T21 magazine in its June 2025 edition , PIL has focused on expanding its presence in Latin America , with Mexico as one of its priority markets.

After overcoming a financial restructuring process prior to the pandemic – which included the entry of Heliconia Capital, from the Temasek group of Singapore, as majority shareholder – the shipping company resumed an expansion plan focused on the region, according to what was said at the time by Andrés Poveda, the former general manager in Mexico of PIL .

In that context, the company decided to strengthen its direct presence in key markets such as Brazil, Mexico, Peru and Guatemala , leaving behind a model more dependent on agents to assume strategic functions such as commercial relations, customer service and operational management.

The stakes are high. PIL ranks as the twelfth largest shipping company in the world , with a capacity of 442,216 twenty-foot equivalent units (TEUs) and a fleet of 99 container ships, according to Alphaliner. This scale allows it to compete on key routes, although it still lags behind the global giants of the sector.

In Mexico, the company has sought to position itself with services focused on the Asia-Pacific route , both through alliances and with its own routes that connect ports such as Manzanillo and Lázaro Cárdenas .

Within that plan, the company has even set specific market share targets, seeking to reach between 4% and 5% in Mexican Pacific ports , a territory dominated by large global players.

A relay that tests the strategy

In this context, Brenda Santiago’s arrival as general manager in Mexico not only represents an organizational change, but also a test for PIL’s growth strategy in one of the most competitive markets in maritime trade.

The challenge will be clear: to transform the expansion planned in recent years into a more robust operation , closer to the customer and capable of gaining ground in an environment where scale, reliability and service make the difference.

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

El cargo PIL changes course in Mexico apareció primero en T21.

Land in sight! The shipping company Pacific International Lines (PIL) has developed a navigation plan that will allow it to enter key markets for its container shipping business in Latin America.

A year ago, the company opened its own offices in Brazil, Mexico – the two largest economies in the region -, Peru and Guatemala, a strategic change of direction that has been taken by senior management after a financial crisis that led to an internal restructuring prior to the pandemic, in which it received a capital injection from Heliconia Capital , of the Temasek Group , owned by the Singapore government, who took a majority stake in the company and the rest was distributed among the family that founded the business in 1967.

As the financial crisis period has emerged, largely due to the profits achieved during the health crisis, the shipping business has been going from strength to strength. CEO Lars Kastrup, a seasoned shipping industry executive, delivered financial results last year with significant positive margins for the company .

This boom for PIL has given it the confidence to plan the opening of new offices and grow its business in the Latin American market, where China plays an active role in imports from most countries in the region. In Mexico alone, last year, the Asian giant reached a 22% share of non-oil imports, according to data from the Bank of Mexico.

Andrés Poveda, PIL’s general manager in Mexico, commented in an interview with T21 that the shipping company’s presence in the country dates back 13 years, through its shipping agent, Maritimex . However, the navigation plan includes resuming documentation , commercial relations, customer service, intermodal services, transit services to customs within the country , among others.

Comment and follow us on X: @EnriqueDuRio / @GrupoT21

El cargo The landing of PIL apareció primero en T21.