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58 Journal of Commerce | J anuar y 2, 2023 www.joc.com EXECUTIVE COMMENTARY ANNUAL REVIEW & OUTLOOK 2023 Maritime ◀ "Logistics solutions have been an area of underinvestment in many companies and countries — both infrastructure and digitalization." Michael Britton on the front line of our global logis- tics activities. Logistics solutions have been an area of underinvestment in many companies and countries — both infrastructure and digitalization. As a result, we see struggles with unnecessary, often inherited complexity that bogs down global supply chains and erodes value, magnified in times of crisis. It is our goal to work with our customers and vendors to develop solutions that leverage technology and people so that our supply chains are more robust, visible, actionable, and reli - able for whatever is the next global or regional challenge we will face. We are inspired by the resilience of individuals that have lifted our logistics challenges through several crises over the last three years. Whether the crew on board vessels or our colleagues in ports, rail yards, trucking companies, warehouses, and fulfillment centers around the world — we have renewed apprecia - tion for the work done to support the supply chains that feed our industries and communities. At Maersk and Sealand, we will invest in people to support our solutions and customers' supply chains as they grow in sophis- tication and actionability. Through it all, we are reminded that what gets us up in the morning is that our efforts are focused on making the world a better place — improving life for all by integrating the world and doing so in a sustainable manner. Seamen's Church Institute Rev. Mark S. Nestlehutt President and Executive Director seamenschurch.org It is impossi- ble to deny that innova- tion and rapid advancement are happening throughout a shipping industry that has been severely impacted during the past two and a half years by COVID-19, labor short - ages, container shortages, and port backups. Concurrently with these challenges, the industry has investments will serve to not only increase intermodal capacity as we pursue our vision to build out a world-class intermodal ecosystem but also enhance operational effi - ciencies, maximizing value, meeting forecasted growth in demand, and yielding a more secure future for Canadian supply chains in the years to come. Sealand Michael Britton Managing Director sealandmaersk.com Disruptions to production and global transport networks have cast large spot - lights on two areas for us: (1) the fragility of global supply chains and (2) the valuable contribution of individuals that are intermodal commercial truck traffic. In addition, significant progress was made toward the expansion of import and export logistics and transload capacity with two projects represent - ing over 500,000 TEU of capacity moving toward construction in 2023. Further, regulatory work progressed on the next phase of expansion for DP World's Prince Rupert Container Terminal, anticipated to advance in 2023, that will bring capacity to 1.8 million TEU. Work also moved forward with DP World on the fea - sibility and planning for a second container terminal at Canada's third largest port, anchoring a develop - ment plan that will see the Port of Prince Rupert's capacity grow to an estimated 4 million TEU of container capacity by 2030. At the Prince Rupert Port Authority, we see value creation through strategic partnerships, effective land use planning, and progressive asset management that inform our infrastructure investment decisions as core to our business. These capital-intensive Ports America Matt Leech CEO portsamerica.com As I start my tenure as CEO of Ports America, I am not only excited to be taking the helm of the premiere ter- minal operator and stevedore in the United States, but also equally thrilled about the opportunities that lie ahead in further integrating terminal opera- tions into the broader supply chain. The terminal operator segment of container shipping has recently been put under a spotlight as the nation continues to be impacted by supply chain challenges. It should also be recognized for having a remarkable level of resiliency, based on the dedication and hard work of the men and women on the front lines of marine terminals all across the country. As the US and global economies adjust to a more typical demand cycle as we approach the end of 2022, this is the ideal time to assess how traditional methods of interacting with a marine terminal are conducted by a diverse group of stakeholders. In most cases, the marine terminal operator is perform - ing multiple functions on the behalf of the shipper or consignee, but the communication flow and financial transactions are manged through an ocean liner company. Having a clear, unencumbered understanding of the needs of the individual cargo owners and a direct relationship with those critical stakeholders is the key to unlocking the potential of marine terminals in ways that will improve overall supply chain fluidity and help avoid many of the challenges we col - lectively faced over the past two years. I look forward to leading Ports America on its path to expand its supply chain footprint and engage- ment with the trade community. The incorporation of safety, diversity, and protection of the environment contin- ues to be a cornerstone principle of the Ports America organization. "Having a clear, unencumbered understanding of the needs of the individual cargo owners and a direct relationship with those critical stakeholders is the key to unlocking the potential of marine terminals."