Issue link: https://jocdigital.uberflip.com/i/1064927
ity. Three major trends should be mentioned here: first, a good recovery of project-related industries; second, a healthy development of the main shipping markets in the container and bulker segment; and third, a strong global business cycle for wind-energy developments. We may add the increasing oil price also forebodes well with regard to oil and gas related investments. On the supply side, we saw and con - tinue to see the multipurpose/heavy-lift sector undergo massive changes. There is intense activity of asset players that strive to consolidate capacity and seize opportunity while limiting their asset-related risk. This process is ongo- ing and challenging. On top comes an over-aging MPP/HL fleet and the mar- ket's shortage on modern and efficient tonnage. We expect this to become a hot topic for the next two years, and discussions may intensify through IMO 2020 regulations and further increases in bunker-related cost. We expect the MPP/HL market to further solidify in the next year, yet some risk remains through the slow - appointment systems, enhanced terminal operating systems, stan- dardizing operational procedures for consistency reasons, and ensuring a safe working environment for our liner, trucking, and BCO customers. We're excited about the chal- lenges in 2019 and look forward to working with customers and the entire port ecosystem to constantly find new solutions and improvements to ensure the industry's vital role in lifting global trade. BBC Chartering Svend Andersen CEO www.bbc-chartering.com 2018 ended on a positive note for breakbulk carriers. On the demand side, we have seen good market activ - APM Terminals North America Wim Lagaay President www.apmterminals.com In 2019, the continued cascading of larger vessels into the US east-west, north-south trade lanes is the challenge ports must cope with or watch the business move elsewhere. Port capacity and labor resources are not an unlimited resource — and every year adds higher performance expectations. For APM Terminals North Amer - ica, the response has been to work closer with supply chain partners to constantly improve operations and focus more as a port solutions integra- tor for the liner, port, and inland supply chain segments. One example has been to create a "peel-off" program for liner and BCO customers with high import volumes on a specific vessel. Working with the liner operator to ensure spe- cial stowage at the load port, ensuring sufficient yard space at the discharge port and special gates to enable truckers to enter and exit easily to distribution centers is a solution in play for 2019 that shows strong success. Another response has been to invest in ongoing terminal improve - ments in all our ports. APM Terminals Pier 400 Los Angeles is nearing com- pletion of an extensive gantry crane fleet heightening project to serve the upsized vessels in the trans-Pacific trade. APM Terminals Port Elizabeth, New Jersey, is in the midst of a US$200 million upgrade with new larger gan- try cranes, expanded yard capacity, and modernized gates to serve the growing metropolitan market. Other plans include truck CMA CGM America Ludovic Renou President www.cma-cgm.com Customers want more from their carriers. They expect new products and services to substantially enhance their experience and add predictabil - ity to their supply chains. Carriers have been pressed to find innovative solutions in an industry where pricing pressures can dominate the conversation. Finding and creating value takes an entrepreneurial mindset and tenacious pursuit of new ideas. It requires a whole-of-company approach, and that is the strategy CMA CGM has rolled out worldwide to augment our service portfolio. Logistics optimization has a clear and prominent role in the portfolio, and data is the fuel propelling it. TRAXENS by CMA CGM leverages sensor and communi- cations technologies to provide near real-time container d ata. It is the enabler to merge location, condition, move- ment, and other data sets to streamline processes. By differentiating our services, we focus the conversation on integration, optimization, and simplicity. This value proposition under - pins additional services CMA CGM has started offering over the past year, such as Serenity for cargo protection and CLIMACTIVE for sensi - tive refrigerated goods. Similarly, our new strategic partnership with CEVA Logistics will produce new sources of value for customers. The collaboration will create links in supply chains and offer custom - er-centric digital capabilities. The integration of CEVA and CMA CGM is primed to manage market volatility and changing demand, like growth in online sales. Maximizing our investments also requires industrywide changes to pave the way for digitalization and interoperability. We have stepped forward with others to develop the first Blockchain consortium in the shipping industry, and we are a founding member of a new container shipping association to drive digital stan - dardization globally. These initiatives underpin the long-term strategy CMA CGM is pursuing. In 2019, we will expand our service portfolio to improve the customer experience and focus the conver- sation on value, quality, and flexibility. We have stepped forward with others to develop the first Blockchain consortium in the shipping industry. Maritime | EXECUTIVE COMMENTARY 2019 ANNUAL REVIEW & OUTLOOK 60 The Journal of Commerce | Januar y 7 2019 www.joc.com We expect the MPP/HL market to further solidify in the next year, yet some risk remains through the slowdown of world economic growth and potential delays of some project-related investments. ▶ Svend Andersen In 2019, the continued cascading of larger vessels into the US east-west, north- south trade lanes is the challenge ports must cope with or watch the business move elsewhere.