Breakbulk Magazine Issue 6 2025

ANNUAL OUTLOOK

Featuring commentary from: AAL Shipping, Al Faris, BBC Chartering, Combi Lift Projects, deugro, DHL Global Forwarding, GEODIS, Jade Management Group, JGC Corporation, Methanex, Mitsubishi Power Americas, Port of Rotterdam, Project Logistics Engineering, Technip Energies, Trans Global Projects and UTC Overseas

Panelists from Women in Breakbulk’s 3 Pressing Topics Shaping Our Industry

Left to right: Diana Davila, UTC Overseas; Jennifer Schuster, Edwards Moving & Rigging/SC&RA; Janet Rojas Galati, Baton Rouge Area Chamber (BRAC); Geanean Ordonez, Technip Energies; Lorena Alvarez, Fluence

4-5

Breakbulk Middle East Feb. 4-5

Dubai World Trade Centre Dubai, UAE

Breakbulk Europe Jun 16-18

Rotterdam Ahoy Rotterdam, Netherlands

Breakbulk Americas Sept. 22-24

George R. Brown Convention Center Houston, USA

Breakbulk Asia Nov. 18-19

Sands Expo and Convention Centre, Singapore

66 Asia

Indonesia’s Nickel Gamble Pays Off Export Ban Creates Processing Hub, Disrupts Global Markets

70 OUTLOOK Americas

Rocket City Ready For Space Command

Huntsville Provides Huge Opportunities as the Center of US Space Logistics

74 OUTLOOK Americas

Scope 3 Reporting To Test

Breakbulk Operators

California Sets 2027 Deadline for Full Supply-Chain Emissions Disclosures

79 Americas

Breakbulk Americas Recap

Highlights and Insights From The 35th Anniversary of Breakbulk Americas

LOOKING AHEAD

Welcome to the annual Outlook issue. Our central story is the 2026 Outlook, built from the perspectives of 16 thought leaders across our Breakbulk community.

You’ll find varying levels of optimism, but also a common frustration with uncertainty that continues to delay project development. My favorite comment comes from Grant Wattman who says, “Just make a decision!” It’s a sentiment many of you may share as you plan for the coming year.

This issue is filled with forwardthinking content. In UpFront, we take you behind the scenes of the very first Future Thinkers meeting, which brought together industry leaders and academics to consider what our industry might look like in 2045. This group will evolve into an international think tank with a mission to help the community understand where opportunities are building and what risks need attention. It’s big-picture thinking with practical applications. Look for analysis and advice from the group in future issues, as well as at all Breakbulk events in 2026.

For quick reads, don’t miss new tech for rail and ports (yes, rail!), “extreme” locations for data centers, a drone-filming guide from Hyve’s head of video (and a familiar face at Breakbulk events), and the seven latest AI trends from Huntsman’s Gulshan Singh, who is also a founding member of Future Thinkers.

In an increasingly connected world, cybersecurity continues to be a top industry concern. AI agents are only exacerbating the problem. Ports Under Siege reveals what cybersecurity experts recommend for the maritime sector as threats become more complex. Future fuels remain a challenge. Despite the IMO’s decision to postpone adoption of its Net Zero Framework for a year, the UAE is pressing ahead with its development of e-methanol. Roll of the dice or a sure thing? Learn more in The Gulf’s Green Bet

Following our global mining overview in the last issue, we zoom in on Indonesia’s move from a nickel exporter to a domestic refiner, a shift already reshaping regional and global supply chains. And there is no question that the U.S. has played an outsized role in the supply chain this year. At Breakbulk Americas in Houston, industry leaders discussed a mix of concerns and opportunities. See the recap starting on page 79 for a candid look at regional perspectives.

We are in the midst of planning our 2026 editorial calendar, which will expand alongside our events portfolio with the launch of Breakbulk Asia in Singapore. You can expect more coverage of Asian markets, along with strong reporting from the Middle East, Europe and the Americas. You’ll also see a tighter integration of media and events as we bring more magazine stories to life on conference stages around the world.

Here’s to a wonderful holiday season. I look forward to seeing you in 2026.

Best,

Leslie Meredith Product and Editorial Director Breakbulk Events & Media

Product and Editorial Director

Leslie Meredith Leslie.Meredith@breakbulk.com

Senior Reporter

Simon West simon.west@breakbulk.com

Designer Mark Clubb

Reporters

Don Horne

Luke King

Iain MacIntyre

Amy McLellan

Malcolm Ramsay Liesl Venter

Breakbulk Magazine Editorial Board

John Amos Amos Logistics

Tina Benjamin-Lea Northvolt Drei Project GmbH

Fayçal Boumerkhoufa Ascent Global Logistics

Dea Chincuanco dship Carriers

Elisabeth Cosmatos Cosmatos Group of Companies/ The Heavy Lift Group

Dennis Devlin DT Project America

Payne Fischer Kuehne+Nagel

Dharmendra Gangrade Larsen & Toubro

John Hark

Bertling North America / Texas A&M University

Itoro Ibanga Air Liquide

Margaret Kidd Houston Maritime Center & Museum

Jake Swanson DHL Global Forwarding

Edward Talbot Roll Group

Grant Wattman Jade Management Group, Inc.

Andrew Young Bechtel Corporation

Portfolio Director

Jessica Dawnay Jessica.Dawnay@breakbulk.com

To advertise in Breakbulk Media products, visit: http://breakbulk.com/page/advertise

Subscriptions

To subscribe, go to https://breakbulk.com/page/ breakbulk-magazine

A publication of Hyve Group plc. The Studios, 2 Kingdom Street Paddington, London W2 6JG, UK

Exhibitors and Breakbulk

Global

Shipper Network members in this issue:

New Tech for Project Logistics (p.10)

DP World, Mitsui OSK Lines (MOL), NYK Group

Movers & Shakers (p.12)

Blue Water Shipping, DHL Global Forwarding, Expeditors, GEODIS, Logistics Plus, Maersk Project Logistics, Rhenus Group, Trans Global Projects, WR Logistics

Stars Aligned for Space Shipping Mission (p.28)

The Heavy Lift Group (THLG)

Global Outlook 2026 (p.33)

AAL Shipping, BBC Chartering, Combi Lift Projects, deugro, DHL Global Forwarding, GEODIS, JGC Corporation, Methanex, Mitsubishi Power Americas, Port of Rotterdam, Technip Energies, Trans Global Projects, UTC Overseas

Ports Under Siege (p.46)

Maersk, Port of Antwerp-Bruges, Port of Bremen, Port Hamburg, Port of Rotterdam

Ten Projects. Ten Months (p.52)

AAL Shipping, AsstrA-Associated Traffic, BBC Chartering, Blue Bell Shipping, CF&S, Collett & Sons, DSV, Goldhofer, JSI Alliance, Mammoet, Port of Antwerp, Técnicas Reunidas, QatarEnergy

The Gulf’s Green Bet (p.58)

AD Ports, CMA CGM Group, DHL Global Forwarding

Indonesia’s Nickel Gamble Pays Off (p.66) Maersk

Rocket City Ready for Space Command (p. 70) DSV

Scope 3 Reporting To Test Breakbulk Reporting (p. 74)

DHL Global Forwarding, Hapag-Lloyd

Breakbulk Americas recap (p. 82)

AAL Shipping, Barnhart & Crane Shipping, BNSF Logistics, DHL Global Forwarding, dship Carriers, Fluence, Fluor, Infyz, Mitsubishi Power Americas, MSC, Siemens Energy, Technip Energies, Wallenius Wilhelmsen

Best of BreakbulkONE (p. 93)

DP World, deugro

Key: Exhibitor

Breakbulk Global Shipper Network Member

New Tech for Project Logistics

Movers & Shakers

How to Shoot Better Drone Footage

Breakbulk Launches Future Thinkers

7 Latest AI Trends

Best of Breakbulk Studios

Energy Explainer: e-Methanol NewsBites

Throwback: James Webb Telescope Transport

Women in Breakbulk Americas

This year saw the opening of the Harbor Bridge Project, the longest cable-stayed bridge in the United States.

NEW TECH FOR PROJECT LOGISTICS

From orbital data centers to autonomous railcars, UpFront gives you a glimpse into some of the most exciting developments driving change across the industry.

Powering Tomorrow’s AI

The last five years have seen exponential growth in demand for data centers, driven by the insatiable computing power requirements of AI, cloud services and global digitalization. To meet this surge, a new wave of solutions is emerging, placing data centers in some of the most extreme environments on Earth … and beyond!

The idea of floating data centers has long attracted designers due to the huge cooling requirements of modern servers. In Yokohama, Japan, a consortium led by NYK Group, alongside NTT Facilities, Eurus Energy and MUFG has begun construction on one of the world’s first commercial offshore floating data centers. With operations slated to start in March 2026, the project will see a containerized data center deployed on a minifloat and powered entirely by solar panels, battery storage and potentially offshore wind.

“We believe the growth challenges data centers face can be overcome by deploying them offshore,” Martin Malmfors, head of communications at NYK Group Europe, tells Breakbulk, noting that they “leverage the maritime industry’s supply chains for production and generate ripple effects that stimulate logistics activity around the installation site.”

The logistics of deploying this new infrastructure — transporting prefabricated data center modules, renewable energy equipment and installation platforms — will inevitably require heavy-lift vessels, specialized trailers and precision project cargo handling.

Meanwhile, Mitsui OSK Lines (MOL) signed a partnership in July to deliver a large-scale floating data center based on retrofitting a car carrier vessel. This is scheduled to launch in 2027 with capacity of 73 megawatts (MW). U.S. firm Nautilus Data Technologies has already launched smaller floating data centers in Stockton, California, and Limerick in Ireland, using barges and water-based cooling to slash energy use and emissions.

If floating data centers represent the cutting edge, then space-based data centers may well be the next horizon. Amazon Web Services (AWS) founder Jeff Bezos has publicly mused about the potential for gigawatt-scale data centers in orbit, where the near-absolute-zero temperatures of space could provide unparalleled cooling efficiency, and solar power could deliver energy without interruption.

“One of the things that’s going to happen — it’s hard to know exactly when, it’s 10-plus years, but I bet it’s not more than 20 years — is we’re going to start building these giant gigawatt data centers in space,” Bezos said. “These giant training clusters, those will be better built in space, because we have

solar power there, 24/7. There are no clouds and no rain, no weather.”

Given the scale of these next-generation clusters, transporting and deploying these systems in space will undoubtedly present unprecedented challenges. Yet, if history is any guide, breakbulk providers, with their unmatched expertise in heavy-lift, modular transport and complex logistics, will be at the heart of making these ambitious visions a reality.

Stacking up for the Future

Back on firm ground, DP World has introduced a new solution at its London Gateway hub designed to automate operations and improve loading times at the port. The Empty Superstack system utilizes automated electric stacker cranes to handle empty containers inside a fully enclosed facility at Berth 4 of the port. Each stack can be up to 16 tiers high, and the new system will be capable of holding up to 27,000 TEUs in total, making more room available in the hinterland and reducing moves at the port.

The novel solution has been developed by BOXBAY, a joint venture between DP World and Germany’s SMS group. The technology has completed extensive trials at DP World’s Jebel Ali Port in Dubai, handling nearly 500,000 TEUs, and the partners predict it will greatly improve truck processing times at London Gateway.

“This £170 million investment underscores DP World’s commitment to innovation at London Gateway,” said Stephen Whittingham, EVP, North Europe, DP World. “The BOXBAY Empty Superstack will boost reliability for our customers, minimize truck visit times in port and create a safer, smarter working environment for our people.”

Innovation on Track

Rail transport has long been a steady but unglamourous component of global logistics and one that does not always favor breakbulk. However, a new wave of solutions may be poised to change that. One of the most promising advances for the sector is the arrival of autonomous railcars offering the potential to take cargoes from A-to-B with greater efficiency while avoiding many of the pitfalls of road transport.

Companies like Parallel Systems are already testing selfdriving, platooning railcars on U.S. tracks, with commercial operations expected by 2026. These systems are designed to move intermodal containers short distances, for example at ports or for warehouse-to-rail transfers, without the need for traditional locomotives or couplers. And this promises faster turnarounds, lower emissions and the ability to serve routes previously dominated by trucks.

While currently optimized for containers, the technology’s flexibility hints at future potential. Matt Soule, founder and CEO of Parallel, said there were no “significant technical barriers” to adding breakbulk to the solution. While the firm’s vehicles are currently designed for “lightweight intermodal loads” — equivalent to around two containers in weight — they can be “modified to carry heavier loads as well as provide interfaces for securing breakbulk instead of intermodal containers” should there be “sufficient market demand and the business case to make these accommodations.”

Meanwhile, a new intermodal rail system created by Massachusetts-based developer RailRunner offers potential for breakbulk cargoes to be transported by rail more easily. Their unique chassis system allows standardized trailers to roll directly onto railcars, taking cargoes from road to rail without fuss.

While innovations such as these promise a more flexible future, breakbulk still faces hurdles. Rail systems are normally constrained by gauge limitations, such as bridges, tunnels and station buildings, can all restrict cargo dimensions. Center of Gravity (COG) concerns also loom large for outsized cargoes. Charles Foskett, CEO of RailRunner, said although “palletized or bulk material is much easier to handle” there is still a potential business case for breakbulk. “We’re always open-minded,” he added.

*Breakbulk Exhibitor

MOVERS AND SHAKERS

Highlighting Recent Industry Hires, Promotions and Departures

DHL Global Forwarding

Martyn Lawns has begun his new position as CEO of DHL Global Industrial Projects, succeeding Ryan Foley. Lawns boasts more than two decades of experience in logistics and procurement and has held various executive positions with DHL since joining the company in mid-2014. In his new role, he will focus on expanding DHL’s capabilities in sectors driving the energy transition and infrastructure growth, while also leading the company’s groupwide New Energy growth initiative, which aims to strengthen its role in areas such as electric vehicles, battery supply chains and renewable energy logistics.

“Martyn’s leadership will be instrumental in scaling our Industrial Projects business to meet rising global demand,” said Oscar de Bok, CEO DHL Global Forwarding, Freight. “His appointment supports our ambition to lead in high-value, complex logistics.”

LPX Partners

LPX Partners, the investment and advisory arm of U.S.-headquartered Logistics Plus, has brought in private equity investment professional Nemuulen Tsolmon as its vice president. Tsolmon had been serving as an associate at Cerberus Capital Management, where she contributed to the acquisition and management of Mongolia’s largest telecommunications and fast-moving consumer goods (FMCG) business. She also played a key role in supply chain

transactions spanning subsea cable and shipbuilding projects across the U.S., Asia-Pacific and the Middle East.

“At LPX, Nemuulen will be contributing across both our investment advisory and consulting platform, evaluating strategic opportunities, supporting client engagements, and helping us drive impact across global markets,” LPX Partners said on LinkedIn.

Expeditors

Expeditors has named David Hackett as senior vice president and chief financial officer, replacing Bradley Powell, who was set to retire at the end of September. Hackett joined Expeditors in May 2024 as vice president of finance. Prior to that, he enjoyed lengthy stints at NIKE and KPMG.

“The Expeditors culture is unique, and I appreciate getting to know so many people throughout the organization,” Hackett said. “I’m humbled and honored to build on Brad’s legacy in leading the finance and accounting function as part of the executive team of this great company. I’m also excited to help shape strategy that drives sustainable, profitable and capital-efficient growth for our employees and shareholders.”

WR Logistics

WR Logistics has brought in Yang Jung Min as its new head of Asia, part of the logistics provider’s bid to consolidate its operations in the region. Based in Seoul, Yang will oversee WR Logistics’ operations in Korea and across Asia, leading project execution, customer engagement and market development throughout the region. His focus will be on strengthening WR Logistics’ presence in key sectors such as oil and gas, energy, manufacturing and engineering, while expanding partnerships and client relationships across Europe, the Middle East, the CIS, Africa and Latin America.

“Yang’s appointment marks an important milestone in our strategy for Korea and Asia,” said Wadim Rosenstein, chairman of WR Group Holding. “His leadership, deep expertise and proven ability to execute complex projects will strengthen WR Logistics’ position in one of the world’s most critical regions. We look forward to building further momentum under his guidance.”

Rhenus Group

Rhenus Group has appointed Peter Nordstrom as CEO for its Air & Ocean division in North America. Prior to joining Rhenus, Nordstrom held senior positions at CEVA Logistics, GEODIS and Kuehne+Nagel and was most recently executive vice president of Ocean Freight Americas at DB Schenker. In his new role the CEO will oversee regional operations and ensure alignment with the company’s global strategic vision.

“North America is a vital region for the organization and plays an important role in our industry as it serves as a connection to global trade, especially in today’s market landscape,” said Jan Harnisch, board member for Air & Ocean. “Strong leadership experience like Peter’s will enhance our market position across the region, driving the next phase of growth and new opportunities to develop.”

Maersk Project Logistics

Rafael Vicens has joined Maersk’s specialized project division, Maersk Project Logistics (MPL), as vice president for India, the Middle East and Africa (IMEA). Vicens has more than 20 years of experience in logistics and shipping, mostly spent in the Middle East for companies including ALE, Almajdouie, Panalpina and, most recently, DB Schenker, where he served as head of global projects and industry solutions for the Middle East and Africa (MEA).

“I feel truly honored and humbled to become part of Maersk. This moment means a lot to me, and I’m filled with gratitude and excitement as I step into this new chapter,” Vicens said on LinkedIn. “I come with an open heart, eager to grow and contribute with passion and commitment. I deeply believe that together we can achieve great things, and I’m proud to now call myself part of the Maersk family.”

GEODIS

Amaury Valicon is set to start his new role in November as executive vice president of Europe at GEODIS. Valicon joined the project forwarder in early 2018, serving firstly as chief financial officer, then chief operations officer. Prior to that, he worked for over six years at SNCF Logistics as their chief financial officer.

GEODIS’ European leadership has been further bolstered by the appointments of Marc Meier as managing directors of Germany-Austria-Switzerland, and Italy, respectively. Meier and Bortolan, who began their new roles on October 1, will report to Valicon.

Blue Water Shipping

Blue Water Shipping has named Milton Santos as new country manager for its energy, ports and projects business in Brazil, based in Rio de Janeiro. With more than 21 years of experience in forwarding and transporting heavy-lift and oversized cargo, Santos has led and expanded industrial projects across multiple countries in Latin America. His background spans oil and gas, infrastructure, power, renewables, mining sectors and EPCs.

“Brazil has enormous potential, and I look forward to building on Blue Water’s strong foundation to deliver tailored project logistics that create value for our clients and partners,” Santos said.

Trans Global Projects

Ryan Wilkinson has taken on a new challenge as group compliance manager at Trans Global Projects (TGP). Based in Sevenoaks, UK, Wilkinson will oversee compliance initiatives across the company to strengthen operational integrity and ensure regulatory alignment. The executive boasts over 18 years of experience working on large-scale heavy-lift and specialist transport projects with companies including BES Group, Phoenix HeavyLift and Allelys.

“Ryan’s appointment reinforces our dedication to excellence in compliance and safety. His industry knowledge and leadership will be invaluable as we continue to grow and evolve,” said Peter Fritschi, Alleys’ group chief operating officer.

HOW TO SHOOT BETTER DRONE FOOTAGE

A Q&A with Hyve’s head of video, Ulysses Venturin, for project cargo professionals

First things first, do you need special permissions to fly your drone?

Each area may have different permission requirements depending on the state, country and proximity to an airport. My recommendation is to use a drone under 249g, such as those in DJI’s Mini Series. These typically fall under lighter regulations. You can also check the DJI FlySafe Geo Zone Map, a global resource, to research any flight restrictions in the area before takeoff.

Loading and unloading cargo is typically a very long process. What do you recommend to capture the most interesting footage?

Most camera drones can film for less than an hour, so you’ll want to pick a couple of segments that tell the story of your cargo. You might choose arrival (on a ship or vehicle), a point in the heavy-lift when there is plenty of space between the lifting surface and the cargo, a mid-air shot away from the discharge point and as it settles on the waiting barge, vehicle or ground support. Be sure to bring extra battery packs.

Would you recommend filming at ground level with a camera, whether you’re using a phone or camera equipped to shoot video, in addition to a drone? Why or why not?

Yes, absolutely. The drone provides stunning aerial perspectives and a sense of scale, while filming at ground level allows you to capture close-up details, textures and human activity that bring your story to life. Combining both viewpoints makes your final video much more dynamic and engaging.

Any special settings for the drone?

Yes. I recommend filming in D-Log, 4K resolution and 30 FPS for high-quality footage that’s easy to color grade later. Set the shutter speed around 1/100 and above while keeping the ISO as low as possible to reduce noise and maintain crisp image quality. I would also recommend using ND filters if filming during sunny days to avoid overexposure.

What are the ideal conditions for filming outdoors?

Today’s camera drones, especially the DJI Mini 5 Pro, are surprisingly capable of handling moderate to strong winds despite their small size. The main limitation is rain; you should avoid flying in wet conditions.

DJI Mini 5 Pro Fly More Combo | DJI Air 3S

DJI Mini 5 Pro has a 50MP 1-inch CMOS sensor, 48mm Med-Tele mode with 2x zoom, supports 4K slow-motion recording, good in low light conditions

Limited availability in the United States, not sold on DJI’s U.S. website due to trade complications. Amazon U.S. price: USD $1742; at BPS in UK £979

An alternative is the DJI Air that has dual cameras (adds a 70mm medium tele camera to the primary camera), and can shoot at night.

USD $1099 www.dji.com/air-3s

What essential features should a drone have to take good video? What can you skip?

A good drone should be able to record in D-Log and 4K resolution for professional-quality results. You can skip advanced obstacle avoidance or zoom features if you’re primarily focused on wide, cinematic aerial shots, though they can be useful for safety and creativity.

What are your three top recommendations for a first-time purchase?

I recommend the DJI Mini series of drones, which fall into the camera drone category, often considered consumer-level or prosumer drones. They are lightweight, compact, beginnerfriendly, but still capable of producing high-quality video and photography. All meet the 249g weight limit.

DJI Mini 4 Pro (DJI RC-N2)

4K/60fps HDR and 4K/100fps video, ActiveTrack 360° with new Manual Mode, 20km FHD video transmission, omni-obstacle sensing

From USD $759 store.dji.com

DJI Mini 3 (DJI RC)

4K HDR video, controller with HD display USD $549 store.dji.com

FUTURE THINKERS: PLANNING FOR 2045

In October, some 17 industry leaders and academics gathered for the first Future Thinkers Summit, a new long-term initiative to help the industry prepare for the opportunities and challenges most likely to occur during the next 20 years.

Over the next year, this initial group will evolve into an international think tank as we introduce the program at each Breakbulk event: Middle East, Europe, Americas and Asia, attracting the brightest minds in our industry. This represents a new level of collaboration, uniting the event regions in an effort to bring more certainty to the market. It’s a big task, but one that could have a huge impact on business strategy.

“The goals outlined for the group are ambitious and crucial for the future of the project cargo industry and surely, I would like to share my thoughts on how I see future trends in the project cargo industry,” Larsen & Toubro’s Dharmendra Gangrade said. He is a founding member of Future Thinkers.

Attendees to Breakbulk events will hear an update at each gathering. A white paper will be published with initial findings from the first summit to be shared at Breakbulk

Middle East in February. The next annual international summit will be held next fall with a location to be decided.

Laying the Groundwork

At the Houston summit, participants were organized into three working groups: Maritime & Ports, Logistics & Supply Chain, and Projects, to identify the major challenges, opportunities and skills that will determine the industry environment in 2045.

Their discussions revealed a mix of realism and optimism. While workforce shortages, digital disruption and regulatory uncertainty dominated near-term concerns, the tone for 2045 was confident: a belief that adaptability, cross-sector collaboration and technology-driven innovation could turn volatility into progress. As one participant observed, “We’re a people business—but in 20 years, success will depend on how well people and machines work together.”

Mohammad Jaber, Combi Lift MEA; Margaret Kidd, Houston Maritime Center & Museum; Geir Eilif Kalhagen, Texas Department of Transportation; Srividhya Vaidyanathan, Shell; Marco Poisler, UTC Overseas; Dorothy Jiang, C.T. Bauer College of Business, University of Houston; Jonathan Cournoyer, Hatch Ltd.; Anders Hyrup, Jumbo-SAL Alliance USA; Leslie Meredith, Breakbulk Events and Media; Steve Hill, McDermott; Jessica Dawnay, Breakbulk Events and Media; John Hark, Bertling North America and Texas A&M Galveston; Lucas Strom, DHL Global Forwarding; Samira Gadouchi, McDermott; Cyril Varghese, Fluor.

Industry Snapshot: Today and 2045

We asked each participant to give us three words to describe the industry today and another three to describe the landscape 20 years from now. Today’s responses were heavily oriented around unpredictability and risk, while the future is depicted as dynamic, techdriven and requiring adaptation, suggesting optimism about mastering transformation even amidst ongoing complexity.

But complexity persists. Both eras are described as complicated, ambiguous and unpredictable, implying continuing challenges with a future marked by innovation and adaptation.

When we split the group into two (negative and positive about today), those frustrated by the present express the strongest optimism for 2045, while those already positive, remain confident.

Sentiment Snapshot: Today and 2045

Top concerns today include attracting and retaining skilled people, AI’s impact on the workforce, and business continuity. The consensus: resilience, collaboration and continuous learning will matter as much as technical

To get a better understanding of the group’s perspectives, here is a list of the participants organized by their area of expertise, along with their top concerns.

Maritime & Ports

Dr. Mehdi Azimi

Texas Southern University

USA | Academia | Technology

Preparing education and workforce for a connected, data-driven future.

Anders Hyrup

Jumbo-SAL Alliance USA

USA | Industry | Maritime

Uncertainty from regulation and fuel transition in ship design.

Geir Eilif Kalhagen

Texas Department of Transportation

USA | Industry | Government

Need for focus and critical thinking to adapt in a fast-paced world.

Margaret Kidd

Houston Maritime Center & Museum

USA | Industry & Academia | Ports & Supply Chain

Declining work ethic and loyalty among younger generations.

Jean-Paul Rodrigue

Texas A&M University

USA | Academia | Maritime

Struggling to stay relevant amid rapid change.

Lucas Strom

DHL Global Forwarding

USA | Industry | Forwarder

Recruiting and retaining talent while preserving relationship culture.

Logistics & Supply Chain

Jonathan Cournoyer

Hatch Ltd.

Canada | Industry | EPC

Developing hands-on, real-world skills alongside technology.

Samira Gadouchi

McDermott

Qatar | Industry | EPC

How to adequately manage and secure expanding data volumes.

Frank Guzman

C.H. Robinson

USA | Industry | Forwarder

Building depth and communication skills in an aging workforce.

John Hark

Bertling North America and Texas A&M Galveston

USA | Industry & Academia | Forwarder

Staffing shortages threatening industry continuity.

Mohammad Jaber

Combi Lift MEA

UAE | Industry | Forwarder

Adapting to technologies that could disrupt logistics entirely.

Projects (Energy & Infrastructure)

Steve Hill

McDermott

USA | Industry | EPC

Adapting to redefined energy markets and technologies.

Marco Poisler

UTC Overseas

USA | Industry | Forwarder

Balancing technology adoption with workforce training.

Gulshan Singh

Huntsman and University of Houston Cullen College of Engineering

USA | Industry & Academia | Chemicals/Technology

Weak IT infrastructure slowing innovation and adoption.

Srividhya Vaidyanathan

Shell

USA | Industry | Energy

Training people to bridge the gap between humans and AI.

Cyril Varghese

Fluor Corporation

USA | Industry | EPC

Staffing challenges amid new opportunities through technology.

CONNECTION S & EXPERTISE

17 mem bers

74 existing conne cti ons

82 pot enti al connect ions

Eco nomi cs, Forecastin g, Data Analy sis

En erg y & Infrastru cture

En gin eeri ng, Procu rement an d Con structi on

Lo gisti cs

Mariti me

S up ply Ch ain

Transp ortatio n

Breakbulk: It’s a Small World

The Connections graph illustrates how closely linked these 17 Future Thinkers already are, through shared projects, research, and involvement in Breakbulk. Seventy-four existing connections show a web of collaboration that crosses regions and disciplines, supported by indirect connections. Indeed, it’s a small world.

As new participants join from the Middle East, Europe and Asia, we can expect the connections to proliferate while offering plenty of opportunities for new connections. Further, if the whole is greater than the sum of the parts, we can only imagine the powerful advice that will come out of this program year after year. Advice you can take advantage of as a part of the Breakbulk community.

7 LATEST AI TRENDS

Breakbulk’s Leslie Meredith talks with Dr. Gulshan Singh, Procurement Data Analytics Manager, Huntsman and Adjunct Professor, University of Houston Cullen College of Engineering

Dr. Singh is not your typical reserved data expert, which I learned on our call to discuss this topic. His friendly manner and quick wit make him an instantly likeable guy. He’s full of ideas grounded in years of industrial experience. And if you want to talk about AI, he’s the one.

While the long-term outlook for the human workforce will have its challenges, you won’t leave a conversation thinking “the end is near” like after a session scrolling through headlines on your news app. Instead, you’ll be thinking of possible solutions.

AI capabilities are rapidly evolving. What are the most important trends to watch?

1. Agentic AI

The future workforce will create millions of intelligent agents capable of performing a wide range of tasks, both knowledge-based and physical. These autonomous agents will reshape industries, redefine job roles and significantly impact livelihoods, driving a profound transformation in how work gets done.

2. Very Large Models

Large Language Models with trillions or more parameters represent the next frontier in AI. These ultra-scale models will possess the capability to tackle highly complex problems across diverse domains — from science and engineering, logistics to business and healthcare — unlocking solutions that were previously beyond reach.

3. Very Small Models

We also see highly specialized models designed to tackle narrow, well-defined challenges. Deploying a massive LLM for simple, everyday tasks is inefficient and costly — like using a semi-truck for a quick grocery run. Small models provide lightweight, cost-effective solutions for routine operations without sacrificing performance.

Dr. Gulshan Singh

4. Near-Infinite Memory

Imagine advanced chips or massive data centers capable of storing data at almost unimaginable scale. This could mean capturing and preserving every detail of a person’s lifetime, essentially creating a personalized digital archive, much like JARVIS from the Iron Man movies, but available to everyone.

5. Human-in-the-Loop Augmentation

This describes the merging of biological and artificial intelligence. These systems work collaboratively with humans, who provide oversight and decision-making while AI handles repetitive and complex tasks.

6. Inference Time Compute

This capability is essential for real-time AI applications such as autonomous vehicles, fraud detection, healthcare monitoring, cybersecurity and voice recognition. While some predictions require minimal resources, others demand significant computing power. Delivering accurate inference instantly is a major challenge, but rapid advancements in hardware and distributed computing are paving the way for true real-time AI at scale.

7. More Advanced Use Cases

Imagine Large Language Models evolving into autonomous systems capable of orchestrating complex projects, managing global workforces, running entire fleets, and overseeing procurement with minimal human involvement. Beyond operational mastery, these models could push the frontiers of human knowledge—venturing into realms once thought unreachable and solving problems long deemed unsolvable.

What practical steps should companies take now to plan for AI implementation, and how should they prioritize their selections?

Practical steps for companies depend on their readiness in hardware, software and workforce. Within the Breakbulk community, three key priorities stand out: (1) Exploitation and Exploration, (2) Enhancing IT and OT infrastructure, and (3) Upskilling the workforce.

As one of the instructors at the recent AI workshop at Breakbulk Americas in Houston, you described a future scenario when a project could be predominantly managed by AI systems. Will there be enough jobs for “upskilled” workers?

“AI transition will take time in many industries. Therefore, the up-skilled experienced employee will have work for many years. The challenge is going to be for the next generation that is joining the workforce now.”

Does this scenario also point to the creation of new jobs? If so, what might some of those industries be?

• Robotics (hardware, software, and maintenance)

• Personalized education and healthcare

• AI-driven drug discovery and bioengineering

• AI-driven cybersecurity

• AI-augmented mobility and manufacturing

As we wrapped up, it was clear that in Dr. Singh’s view, AI’s advance isn’t a question of if or when, but how far it will go before the rest of us adapt. For industry, that means planning for disruption that’s already underway.

BEST OF BREAKBULK STUDIOS 2025

Breakbulk Studios brings you the conversations that matter from across the global project supply chain. Discover the most-watched interviews of 2025, filmed live at Breakbulk events worldwide.

Event: Breakbulk Europe, Rotterdam

Title: EWA Group: Inside Egypt’s Logistics Powerhouse

Featuring: Ahmed Ghoneim, CEO, EWA Group

Event: Breakbulk Middle East, Dubai

Title: RAK Ports’ Saqr 2.0: A Circular Economy

Game-Changer

Featuring: Hugh Cox, CCO, RAK Ports

Event: Breakbulk Middle East, Dubai

Title: No IT? No Problem. Logiswift Puts Data Power in Your Hands

Featuring: Ziad Abourizk, founder and CEO, Logiswift

Event: Breakbulk Americas, Houston

Title: Opportunities in Military Logistics: The Government Can’t Do Everything

Featuring: Pat Roche, founder and CEO, KB John

Event: Breakbulk Americas, Houston

Title: ILA Offers a Future You Can Build On

Featuring: Alan Robb, president, South Atlantic and Gulf Coast District of the International Longshoreman’s Association

ENERGY EXPLAINER: E-METHANOL

The Transition to Cleaner Energy

E-methanol is emerging as a practical low-carbon fuel alternative for industries looking to cut emissions, particularly the maritime and chemical sectors. Unlike traditional fossil fuels, it can be produced at scale using renewable electricity, green hydrogen and captured carbon dioxide, making it one of the most promising alternatives for reducing the carbon footprint of hard-to-abate industries.

What Is E-Methanol?

E-methanol is a synthetic form of methanol created using three key ingredients: renewable electricity, water and carbon dioxide (CO2). Electricity from wind or solar power is used to produce green hydrogen, which is then combined with captured CO2 to form methanol. Because the CO2 used in production is recycled rather than newly released into the atmosphere, e-methanol is considered a near-carbon-neutral fuel.

How E-Methanol Is Produced (Diagram explained)

Renewable Energy > Electrolysis

Renewable power from wind or solar farms feeds an electrolyser, which splits water (H2O) into green hydrogen (H2) and oxygen.

CO2 Capture

Carbon dioxide is captured either from industrial flue gases or obtained from biogenic sources and purified for use in synthesis.

Methanol Synthesis

In a methanol reactor, green hydrogen and captured CO2 react under controlled heat and pressure to produce methanol (CH2OH) and water (H2O).

Distillation

The crude mixture is distilled to remove water and by-products, ensuring a high-purity methanol output.

Final Product: E-Methanol

The resulting liquid is e-methanol, a transportable, energydense fuel compatible with existing storage and handling systems.

E-Methanol vs Biomethanol: What’s the Difference?

While both fuels can offer significant carbon reductions, their production pathways differ:

E-Methanol (Electrofuel):

Produced using renewable electricity, green hydrogen and captured CO2. Its carbon footprint depends largely on the carbon intensity of the electricity used. When powered by renewable energy, it offers a near-closed carbon loop.

Biomethanol:

Produced from biomass through gasification or fermentation of materials such as agricultural waste, forestry residues or biogas. It is considered low-carbon, though its footprint varies based on feedstock origin and processing methods.

Why E-Methanol Matters

E-methanol is gaining momentum globally because it is a liquid fuel that can slot into many existing supply chains with minimal adaptation. Its high energy density, ease of transport and compatibility with current methanol infrastructure make it a practical pathway for decarbonization, especially for shipping, which requires scalable, clean fuels capable of being stored and bunkered safely. As renewable energy capacity expands, e-methanol is expected to play an increasingly central role in the transition to cleaner, more sustainable energy systems.

Discover how Abu Dhabi is backing a bold e-methanol pilot project in “The Gulf’s Green Bet,” on page 46.

NEWS BITES FROM AROUND THE WORLD: QUICK HITS, BIG IMPACT!

The U.S. government has entered into a strategic partnership with the Canadian owners of Westinghouse Electric Company to accelerate the deployment of nuclear power, with at least US$80 billion earmarked for the construction of new nuclear power reactors. The deal with Brookfield Asset Management and Cameco marks one of the largest U.S. investments in nuclear power in decades.

According to the terms, the U.S. government will arrange the financing and facilitate the permitting and approvals for the new facilities, while Westinghouse will provide its reactor technology for the plants.

Cameco said the reactors would “reinvigorate” America’s nuclear power base and support soaring power demand from data centers and AI infrastructure.

The International Maritime Organization (IMO) has voted to adjourn discussions on its Net-Zero Framework (NZF) for one year, a move reports say was heavily influenced by the U.S. and supported by Saudi Arabia and the UAE. The

extraordinary session will reconvene in 12 months’ time, with member states expected to continue their work towards consensus on the framework.

The NZF, whose draft regulations were approved by the Marine Environment Protection Committee (MEPC) in April 2025, aims to achieve net-zero shipping by or around 2050, in line with the IMO’s 2023 strategy. The framework also calls for a global fuel standard and a mechanism for pricing greenhouse gas emissions.

Noatum Logistics, part of AD Ports Group, has signed a preliminary agreement with Hafeet Rail to establish a new rail freight service linking Sohar in Oman with Abu Dhabi in the UAE. The deal, formalized during the Global Rail 2025 exhibition in Abu Dhabi, marks a key step toward launching the first dedicated rail corridor between the two Gulf neighbors.

Under the proposed plan, Noatum Logistics will run a daily service using Hafeet Rail’s network, which is currently under construction. The service will operate seven container trains per week, each with a capacity of 276 TEUs, equivalent to an annual throughput of around 193,200 TEUs.

China’s COSCO Shipping has unveiled a massive US$1.7 billion shipbuilding spree, commissioning 23 methanolready Kamsarmax bulk carriers and six dual-fuel very large crude carriers (VLCCs) from domestic shipyards. The move expands COSCO’s earlier 2024 investment wave, which included 10 Newcastlemaxes and 30 multipurpose vessels.

The 87,000-dwt bulkers, ordered from Dalian COSCO Shipping Heavy Industry for more than US$1 billion, will be delivered between May 2027 and late 2028 and chartered to COSCO Shipping Bulk for 20 years. The six 307,000 dwt VLCCs will be built at the Dalian Industry Co (DSIC), with deliveries of the methanol and LNG dual-fuel ready ships beginning in April 2027.

EL SALVADOR MULLS SITES FOR FIRST NUCLEAR POWER PLANT

El Salvador is pressing ahead with plans for its first nuclear power plant (NPP), marking a major step in its bid to diversify the national energy mix. The government’s energy authority, DGEHM, said several potential sites have already been identified, with progress bolstered by technical support from the U.S. and the International Atomic Energy Agency (IAEA).

Salvadorian lawmakers in 2024

has launched a new business unit aimed at providing installation solutions for large-scale and complex industrial projects across Europe’s

high-tech, process, energy and heavy industries. The unit, dubbed Industrial Solutions, will support sectors including semiconductor fabrication, data centers and hydrogen and ammonia plants. It will also serve the pharmaceutical, food and beverage and paper and packaging industries with specialized installation and machinery relocation services.

passed legislation to create a regulatory framework for building and operating NPPs. Earlier this year, U.S. Secretary of State Marco Rubio signed a memorandum of understanding (MoU) with Salvadoran Foreign Minister Alexandra Hill Tinoco to cooperate on strategic civil nuclear development — the first nuclear energy deal between the U.S. and a Central American country.

“We will continue to meet the complex installation requirements of our clients in the petrochemical, nuclear and power industries,” Mammoet said. “At the same time, Industrial Solutions enables us to bring this expertise to dynamically growing sectors across European industry.” The division will be managed by Mammoet from Germany.

OIL TO INVEST US$3.9 BILLION IN DRILLING DRIVE

Kuwait Oil Company (KOC) plans to pour US$3.9 billion into exploration drilling by 2030 as part of a wider US$32 billion investment drive to drill and maintain more than 6,000 wells by the end of the decade, KOC’s deputy CEO Khaled Al-Mulla told Reuters. The push supports Kuwait’s goal of lifting oil production capacity to 4 million barrels per day by 2035, up from the current 3.2 million, and sustaining that level through 2040.

Al-Mulla said AI tools are unlocking deeper, previously uneconomic reserves, citing the Mutriba field’s long-delayed production start in 2025. KOC has achieved a 100% success rate in its first offshore exploration phase, which involved drilling six wells, and now plans to ramp up drilling to reach 150,000 barrels per day offshore by 2035. Al-Mulla pointed to “promising discoveries” such as the new AlJazah offshore natural gas field.

The port of Rotterdam reported a slight increase in breakbulk throughput in the first nine months of the year, despite a slip in total freight volumes. Excluding roll-on, roll-off (RoRo), breakbulk edged up 1.1% to 4.6 million tonnes, driven by monopile deliveries, steel pipes for the Porthos carbon capture and storage (CCS)

initiative and a rise in steel plate imports for offshore operations.

The rise in breakbulk handling came amid a 2.6% fall in overall throughput to 320 million tonnes. “Although total volumes showed a slight decline in the first nine months of this year, developments in areas such as container throughput and the

throughput of renewable fuels confirm the resilience and strategic value of the port of Rotterdam,” said Boudewijn Siemons, CEO of Port of Rotterdam Authority. “At the same time, European industry is still under enormous pressure, which underscores the need to continue investing jointly in innovation, sustainability and logistical efficiency.”

In the latest in our series of Breakbulk Throwbacks, Compagnie Maritime Nantaise, a member of The Heavy Lift Group, recounts its most challenging project yet: transporting the US$10 billion James Webb Space Telescope to its launch pad in French Guiana.

The most powerful space observatory ever built, the James Webb Space Telescope (JWST), is now orbiting the sun about a million miles from Earth and sending images that offer special insights into the birth of stars and planets. Less spectacular, but still special, was the remarkable journey this precious cargo made before launch.

French ship owner and manager Compagnie Maritime Nantaise (CMN) specializes in the transportation of high value, sensitive and dangerous goods, personnel and military sealift, and the JWST mission demanded absolute precision with zero margin for error.

Headed by Mathias Audrain, CMN’s commercial and business development manager, the project was one of the most challenging ever handled by the company. CMN had to safely load the cargo in its ultra-sensitive Space Telescope Transporter for Air, Road and Sea (STTARS) container and deliver it intact to Europe’s Spaceport in Kourou.

The US$10bn project to design and build the largest telescope in space had begun in 2003, and the planning for its transport to the launch pad in French Guiana started nearly a decade before CMN loaded it onboard the 4,171-dwt roll-on, roll-off (RoRo) vessel MN Colibri south of Long Beach, in September 2021.

The 2,000-built MN Colibri was specially designed and built to transport components of the launcher Ariane 5, with its 336-ton capacity axial stern ramp and its guaranteed draft of 3.8 meters ideal for Kourou. However, to handle the JWST, garage modifications were required.

The loading operation also demanded far more than a standard port-to-port shipment. Under strict NASA requirements and a binding non-disclosure agreement, the partners had to identify a loading site that offered a flat and structurally sound pier, adequate draft depth, controlled ramp angles for RoRo operations and complete security with minimal public exposure.

Several piers in Long Beach were ruled out due to factors including aging infrastructure, shallow waters, or proximity to the public, but after an exhaustive search, NASA identified the Seal Beach Military Pier as the only site that met both the technical requirements and strict security protocols.

Special Loading Solution

However, without proper facilities for the vessel’s ramp, CMN and its partners needed to engineer a unique and highly specialized loading solution. This involved the design of a custom bridge structure to span the gap between the pier and a barge so as to create a seamless, secure pathway.

Loading day was a symbolic event in its own right with several dozens of engineers, technicians and mission staff, some of whom had worked on JWST for over two decades, gathered to witness the telescope’s departure.

“What made this project unforgettable wasn’t just the scale of the logistics,” said Audrain. “It was the people. You could feel the emotion in the air as this long-awaited journey to space finally began.”

The operation to move the containerized JWST into the MN Colibri required absolute precision, with every aspect meticulously validated through photogrammetry, 3D modeling, on-site measurements and load simulations to ensure that vibrations, tilt or misalignment risks were fully mitigated.

After a detailed lashing and stowage plan was developed to secure the cargo at sea without inducing stress or imbalance, it was finally rolled onto the barge at Eel Pt., secured by a spud barge, which then had to be turned to allow it to be gently rolled across into the MN Colibri garage via its axial stern ramp.

A 16-day, specially routed 5,800-mile voyage followed, via the Panama Canal, with the JWST’s electrical connections monitored by NASA technicians with the help of vessel’s crew who ensured cleanroom-level isolation throughout. The telescope arrived at Port de Pariacabo in French Guiana in October 2021 ahead of its launch on Christmas Day.

“Compagnie Maritime Nantaise’s role in the transport of the James Webb Space Telescope demonstrated not only technical mastery, but also the critical value of foresight, collaboration and innovation under pressure,” Audrain said. “It is such a pleasure to see our efforts were part of such a hugely successful project that is now paying off with the telescope detecting some of the most distant known galaxies, black holes and new planets which could not before be seen.”

WOMEN IN BREAKBULK

WOMEN IN BREAKBULK AMERICAS TACKLE TODAY’S CHALLENGES

The Women in Breakbulk luncheon at Breakbulk Americas was far more than a pre-event meal. More than 200 female professionals from across the breakbulk supply chain came together to connect, exchange ideas and set their intentions for the week ahead.

Now in its fourth year, Women in Breakbulk has evolved into a powerful network of professionals ready to tackle the realities of an industry in flux. The conversations showed why women are not just managing in this high-pressure industry but actively shaping its present and its future.

a second panel hosted

the importance of collaboration, trust and clear communication during the execution of large-scale projects.

OUTLOOK 2026

BREAKBULK EVENTS & MEDIA

Featuring commentary from: AAL Shipping, Al Faris, BBC Chartering, Combi Lift Projects, deugro, DHL Global Forwarding, GEODIS, Jade Management Group, JGC Corporation, Methanex, Mitsubishi Power Americas, Port of Rotterdam, Project Logistics Engineering, Technip Energies, Trans Global Projects and UTC Overseas

By Simon West

As 2026 approaches, the breakbulk and project cargo market is evolving rapidly. Soaring demand from the energy and power sectors is tempered by structural challenges and shifting policy landscapes. In this section, industry leaders share their outlook on growth and the forces shaping the year ahead.

Ulrich Ulrichs, CEO, BBC Chartering

As we look ahead to 2026, the business outlook for breakbulk and project cargo remains cautiously optimistic, both globally and within our key markets. The sector continues to benefit from a relatively balanced supply-demand scenario, supported by reasonable

freight and charter rate levels. Fleet renewal is underway, with new vessels joining our operations while older tonnage is gradually phased out.

Energy-related cargoes, particularly from the wind energy, oil and gas and mining sectors, remain the primary drivers of demand. These segments continue to generate robust volumes, reinforcing their role as the backbone of our industry’s growth.

Globally, we anticipate markets to maintain a decent performance. That said, Europe faces structural challenges, including sluggish economic growth, high energy and labor costs, and the increasing impact of environmental regulations such as the EU ETS and FuelEU Maritime. These factors are beginning to weigh more heavily on operational margins and competitiveness.

The U.S. market presents a more complex picture. Trade volumes are under pressure due to shifting policy landscapes, with tariffs on

commodity imports, restrictions targeting specific countries and sanctions on vessels built in China introducing a layer of unpredictability. Moreover, renewable energy projects in the U.S. are encountering delays and potential cancellations, further clouding the outlook.

Geopolitical tensions and ongoing conflicts continue to cause uncertainty in global trade flows. These factors will surely continue to be visible in 2026, requiring agility, foresight and resilience from industry stakeholders.

Kyriacos Panayides, CEO, AAL Shipping

The global wind energy industry is projected to expand by an average of 8.8% annually, adding a total of 982 gigawatts (GW) of new capacity (both onshore and offshore) over the next five years. For onshore wind, the Global Wind Energy Council (GWEC) projects annual installations of around 138 GW, with China set to account for

close to half, and Europe at a distant second with 15%. Meanwhile, the compound annual growth rate (CAGR) of offshore wind is estimated to be at 27%, again led by China and Europe.

In Europe alone, more than 51 GW of offshore wind capacity is scheduled to be built between 2025 and 2030, with the UK contributing approximately 42%. Looking ahead, we expect demand for power to increase by about 80% in the next 25 years, with the Asia-Pacific region accounting for 60% of that growth. At the same time, natural gas power capacity is projected to increase

by 38 GW per year from 2025 to 2050.

In the medium term, we expect shipping demand linked to power generation to grow as countries reduce emissions from coal and other traditional sources. At the same time, the rapid expansion of AI-linked infrastructure is accelerating global electricity consumption. These dual trends reinforce the need for cleaner, more efficient energy generation and, by extension, smarter, more specialized shipping solutions.

Danny Levenswaard, director of Breakbulk, Port of Rotterdam Authority

The Port of Rotterdam expects a resilient and forward-looking breakbulk and project cargo market in 2026. Several key factors contribute to this outlook, with energy transition the real growth driver. Rotterdam is seeing increasing volumes of components related to offshore wind, hydrogen infrastructure and carbon capture projects. These developments are fueling demand for complex and heavy cargo logistics.

We’re seeing this stable growth despite market volatility. In the first

half year of 2025 other general cargo increased by 3% to 3.2 million tons. This increase was due in part to the delivery of offshore wind foundations, steel conduits for the Porthos carbon capture and storage (CCS) project and increased transshipment of steel plates for the offshore industry.

Still, challenges remain, especially those that relate to workforce and skills. The ability to attract and retain skilled labor remains key, especially as cargo types become more complex and specialized.

NAVIGATING UNCERTAINTY

Project logistics faces a world in flux, from geopolitical strains and shifting trade dynamics to infrastructure limitations and stricter regulation. We asked industry leaders what challenges will shape the industry in 2026 and how companies can stay ahead to keep projects and cargo on track.

Geanean Ordonez, project logistics manager, Technip Energies

On a geopolitical level, we will see the same challenges in 2026 that we are currently facing. Globally, Israel seems to have struck a peace treaty with Gaza, and we remain cautiously hopeful this remains in place. Otherwise, we could see another blockade at the Suez Canal. The war between Russia and Ukraine continues, resulting

in sanctions hindering sourcing of supplies and exports from that region. The U.S. continues to revise tariffs, USTR vessel fees are imminent, and import documentation is more complex than ever. And China continues to pivot and remain competitive.

The project outlook in 2026 is modest now, but the pipeline of upcoming projects will keep everyone busy for the foreseeable future between 2027 and 2030. As a result, we anticipate suppliers’ orderbooks will be full during this period. Procurement teams should be working with suppliers now to get on their orderbooks ahead of this coming busy season. Compliance teams should be actively working with their procurement teams and suppliers to ensure documentation is adequate to meet the CBP requirements for entry into the U.S. They should be monitoring the derivatives list and providing a framework for suppliers to properly report steel and aluminum content.

We do expect the dust to begin to settle on the topic of tariffs in the U.S. in 2026. At which time we will finally

“WE DO EXPECT THE DUST TO BEGIN TO SETTLE ON THE TOPIC OF TARIFFS IN THE U.S. IN 2026. WE WILL FINALLY HAVE SOME CLARITY AND CAN PROVIDE SOME ASSURANCE AND SOLID GUIDANCE FOR OUR CLIENTS.”

GEANEAN ORDONEZ, TECHNIP ENERGIES

have some clarity and can provide some assurance and solid guidance for our clients. Take this opportunity to review lessons learned and prepare your teams for the coming wave!

CEO, Combi Lift Projects MEA

The breakbulk and project cargo industry is heading into 2026 with no shortage of challenges and opportunities. The sector is being tested by a perfect storm of geopolitical tensions, economic headwinds and logistical constraints. Globally, we’re seeing continuing supply chain volatility, limited vessel capacity and rising project costs driven by inflation, the energy transition and tighter environmental regulations. Decarbonization and environmental, social and governance (ESG) commitments are reshaping fleet deployment, while financing for capitalintensive projects or logistics modern assets is getting harder to secure.

Infrastructure congestion and a global shortage of specialized equipment and skilled crews are further stretching timelines and costs. Yet, the Middle East, especially the Gulf, remains a growth engine. Massive investment in renewables, downstream industries and mega-projects is keeping the region vibrant. But disruptions in the Red Sea, sanctions, higher fuel prices and interest cost and shifting China–Gulf–Europe trade routes are forcing everyone to rethink logistics strategies. To stay ahead, Combi Lift is investing heavily in robotics, AI and automation. Digitalization is not a luxury anymore. It’s how we offset inflation, boost efficiency and stay competitive. Realtime visibility, predictive maintenance and smarter capacity use will define the winners. Ultimately, success in 2026 will belong to companies that combine agility, technology and deep regional understanding — a balance Combi Lift is determined to lead!

Grant Wattman, president, Jade Management Group

Recently I was asked for one word that I would use to describe 2026. My answer was “dynamic.” Not one big challenge, but many, many challenges. Whether they be workforce management, net-zero emissions, supply chain disruptions, regulatory and trade

“IF I COULD PULL ONE WORD FROM THESE CHALLENGES, IT WOULD BE “INDECISION.”

GUILTY PARTIES PRIMARILY BEING GOVERNMENTS AND REGULATORS.”

GRANT WATTMAN, JADE MANAGEMENT

complexity, technology and digital transformation or just simply rising costs in an inflationary period. Wrap these issues with geopolitical shifts and unrest, global trade wars and changing markets, and you have a mosaic of interconnected challenges in the industrial, capital project markets.

Grant

Wattman, Jade Management

If I could pull one word from these challenges, it would be “indecision.” Guilty parties primarily being governments and regulators. Not always indecisive due to too many choices, but indecisive to disrupt the market and drive policy globally. Our industry is resilient and nimble. It can adapt quickly in realigning its global supplier base and trade routes, regardless of the decisions being made. Just make a decision!

The long-term market is looking to increased project cargoes of all types. Unpredictability pushes major capital investments forward. Delaying decisions for one year does little, if anything, to minimize the disruptions. Overall, this could dampen global growth, resulting in cargo demand retrenching and vessel capacity increasing.

As a mentor of mine coached me: be agile, iterate, iterate, iterate and be comfortable with being uncomfortable. What an exciting time to be in our business!

SHIFTING OPPORTUNITIES

As emerging energy markets expand and the world’s appetite for power intensifies, opportunities for project logistics continue to soar. Here, industry experts from across the supply chain identify the sectors poised to drive breakbulk and project cargo volumes in the year ahead.

Felix Schoeller, chief commercial officer, AAL Shipping

The global breakbulk and project cargo market in 2026 will be defined less by a single macro trend and more by regional opportunity shaped by the energy transition, infrastructure reinvestment and nearshoring.

Renewable energy projects remain strong in Oceania, intraAsia and Europe, supporting ongoing shipments of turbines, transformers and other heavy components. The U.S. will remain challenging for 2026 and years to come. Sustained investment in oil, gas and construction will underpin demand in the Persian Gulf. North America is also showing promise, with growth in oil, gas and power.

We see significant opportunity emerging in developing markets, where major infrastructure and industrial strategies are translating into greater breakbulk and project cargo shipments. The Middle East and the Persian Gulf remain key pivotal growth corridors for us, despite geopolitical tensions. Renewed infrastructure and energy project construction continues to generate heavy-lift and breakbulk demand across ports and charter markets.

Indonesia’s transition from a

resource-export model to valueadded onshore manufacturing is producing a steady pipeline of projects that require inbound components, heavy equipment and specialized logistics, while India’s drive for infrastructure and energy investment is increasing demand for transformers, modules and industrial equipment. At the same time, we are seeing stronger domestic manufacturing capability in the renewable and non-renewable energy sectors. Together with higher foreign industrial investments, these trends are contributing to an increase in demand for project cargo imports.

Across Southeast Asia, we continue to see the manufacturing and fabrication of project cargo components expand as stakeholders diversify away from dependence on China amid ongoing geopolitical risk. Over recent years this trend has gathered steady momentum, and with the Trump administration’s renewed trade tariffs and protectionist stance, we are now seeing an even greater push to source from this region, further diluting China’s dominance.

Koichi Kaizu, logistics subject matter expert for module transportation, JGC

Based on our company’s business lookahead viewpoint, we observe LNG continuing to play a central role in Asia’s energy transition, as nextgeneration fuels such as hydrogen and ammonia remain in early stages of commercialization. Their full supply chains, from production to end-

use, are still under development. In contrast, LNG infrastructure projects are active and expanding, especially in Southeast Asia and South Asia, driving consistent demand for project logistics.

Asian countries will remain key sourcing hubs for materials and equipment, including fabricated modules, contributing to a stable base volume in breakbulk, heavy-lift and module transport segments. Project cargo demand in Asia will remain strong and diversified through 2026 and beyond.

Kieve Pinto, chief operating officer, Al Faris

As we move into 2026, the heavy transport and project logistics

industry across the Middle East is positioned for sustained and strategic growth. The region’s infrastructure and industrial pipeline remain robust, driven by ambitious national visions and economic diversification efforts. Across the GCC, large-scale investments in renewable energy, green hydrogen, petrochemicals and advanced manufacturing are reshaping the landscape of heavy transport and project logistics.

Where once cargo flows were primarily import-driven, we now see increasing intra-regional and export movement as local fabrication and manufacturing capabilities mature. This shift demands advanced technical expertise, precision planning and integrated heavy-lift solutions that

combine engineering, transport and installation under one umbrella.

At Al Faris, we continue to align with this transformation by expanding our fleet, enhancing our digital capabilities and investing in people and technology. Our focus remains on safety, reliability and innovation, enabling us to support our clients in delivering complex, high-value projects that power the region’s next chapter of growth and energy transition.

Kasper Heiselberg, head of global wind renewable energy, deugro

Europe will remain a key driver for wind logistics, but we’re seeing new frontiers emerging in Korea, Japan, Taiwan and Australia. The next big opportunity lies in smarter, more collaborative supply chains, combining engineering, transport and data to enable faster renewable growth worldwide.

Beyond 2026, Northern Europe and Europe in general will continue leading demand for wind logistics, with AsiaPacific rapidly gaining ground. The biggest opportunity ahead is to industrialize and standardize offshore wind logistics, linking global manufacturing with regional installation in a sustainable way.

CARGO WITH A CONSCIENCE

Will new fuels, tighter regulations and digital tools finally push the sector toward real change?

GEODIS’s Luke Mace shares how meaningful emissions reductions can be achieved most immediately, while Methanex’s Roger Strevens reacts to the IMO’s decision to postpone the adoption of its net-zero framework.

Luke Mace, senior vice president, freight forwarding / project logistics, GEODIS

One of the main challenges lies in finding a balance between growth ambitions and reducing greenhouse gas (GHG) emissions. There is a clear imbalance between transit times and cost efficiency versus customer expectations.

If we look at short-term and impactful actions, it’s about using the most efficient solutions available today, such as prioritizing sea or rail transport over air whenever possible, selecting the most energy-efficient aircraft or vessels (for example through GEODIS AirSmart), increasing the use of available low-carbon fuels such as sustainable aviation fuel (SAF), sustainable marine fuel (SMF) or hydrotreated vegetable oil (HVO), which can reduce GHG emissions by up to 80%, and ensuring space utilization so we don’t ship empty space.

GEODIS AirSmart is a great illustration. The company has recently launched this new low-carbon airfreight solution, designed to significantly reduce GHG emissions by optimizing aircraft performance and routing. By selecting the most energy-efficient aircraft and leveraging external flight data and advanced analytics, GEODIS AirSmart enables smarter routing decisions and enhances performance.

This innovation represents a major step forward in GEODIS’s journey toward decarbonization and supports customers in achieving their climate goals. With GEODIS AirSmart we can achieve up to 40% reduction in GHG emission per shipment.

Roger Strevens, director, low carbon regulation and advocacy, Methanex

In mid-October, the International Maritime Organization (IMO) held a meeting to consider the adoption of the Net Zero Framework (NZF), the regulatory package that is intended to deliver on the goals of its 2023 GHG strategy, which was unanimously supported by member states. The NZF had been approved, the first step in the regulatory process, by a large majority back in April at Marine Environment Protection Committee (MEPC) 83. However, due to widely reported pressure from the U.S., many member states changed their positions. The outcome was that a vote was called to adjourn the adoption meeting by a year, and it was carried 57-49.

While adjournment of the adoption meeting was disappointing to many, it is important to note the NZF has not been rejected, rather member states are not in a position to adopt it yet. Critically, there is now time to develop the NZF to a point where there is consensus for adoption. It is important for the IMO not to lose momentum. Work continues on the supporting guidelines, and the IMO Secretariat will consult closely with member states to determine the best path forward. The consistent support from global shipping organizations highlights the industry’s readiness to advance sustainability and clean fuels. A unified global approach for a global industry is

“ONE OF THE MAIN CHALLENGES LIES IN FINDING A BALANCE BETWEEN GROWTH AMBITIONS AND REDUCING GREENHOUSE GAS (GHG) EMISSIONS.”

LUKE MACE, GEODIS

“CONSISTENT SUPPORT FROM GLOBAL SHIPPING ORGANIZATIONS HIGHLIGHTS

THE INDUSTRY’S READINESS TO ADVANCE SUSTAINABILITY AND CLEAN

FUELS.”

ROGER STREVENS, METHANEX

economically and environmentally preferable to fragmented regulations that are separated by national and regional borders.

For breakbulk shipping companies, the NZF deferral may temporarily pause decisions around retrofitting or ordering vessels for alternative fuels, but it also offers a window to monitor developments like the upcoming review of FuelEU Maritime. Given the long-term nature of fleet investments, it remains prudent to anticipate the growing prominence of decarbonization regulations.

In this context, methanol stands out as a compelling option for breakbulk vessels due to its favorable overall cost, lower complexity and minimal impact on cargo space. It is compatible with tramp operations due to the relatively low cost of port infrastructure needed, making it an attractive choice. Methanex is committed to supporting shipping companies as they navigate these decisions.

In summary, given that the shipping industry wants to progress and leading clean fuel producers are poised to deliver, the pace of political alignment will be crucial for future progress.

TECH TALK

Project professionals pinpoint the biggest opportunities for innovation and digital transformation in 2026 and beyond, and the barriers that still limit wider digital adoption in the breakbulk and project sector.

Dharmendra Gangrade, thought leader on global shipping and logistics and a member of the Breakbulk Advisory Board

The biggest opportunities for innovation or digital transformation in 2026 and beyond lie in the realm of Logistics-as-a-Service (LaaS) for global shipping, which is fundamental to nearly 90% of global trade.

The post-COVID digitalization journey has equipped stakeholders with robust systems capable of application programming interfaces (API) integration, paving the way for the development of industry-wide digital platforms. These platforms can be customized for specific needs and integrate seamlessly with ERPs or other systems via a robust middleware. This creates a connected ecosystem, surpassing blockchain capabilities by facilitating not only the exchange of commercial documents but also the real-time transmission of events, enhancing visibility and control over shipping transactions.

Furthermore, the application of AI in supply chain and logistics has evolved from being a buzzword to a reality, transitioning from basic automation

Dharmendra Gangrade, member of the Breakbulk Advisory Board

and demand forecasting to autonomous decision-making. Currently, AI is utilized for predictions and route optimization based on historical data. However, in the near future, AI-driven systems are expected to independently orchestrate logistics, making real-time decisions on freight and schedule optimization to meet demand.

Despite these opportunities, barriers to wider digital adoption persist in the breakbulk and project sector. These include resistance to change and concerns about integration

“BUSINESSES THAT EMBRACE API-DRIVEN, AIENABLED LAAS PLATFORMS ARE LIKELY TO ACHIEVE GREATER COST-EFFICIENCY, ENHANCED SERVICE

THEIR OPERATIONS.”

DHARMENDRA GANGRADE

failures and data security. Large organizations often hesitate to invest in new technologies due to internal constraints and trust issues with LaaS providers. Addressing concerns about data security, confidentiality and the financial stability of LaaS players is crucial for this transformation.

By 2026 and beyond, businesses that embrace API-driven, AI-enabled LaaS platforms are likely to achieve greater cost-efficiency, enhanced service levels and scalability in their operations, which are exposed to continuous disruptions due to global geopolitical events leading to uncertainty and volatility.

Kevin Kwateng, founder and CEO, Project Logistics

Digital transformation means swapping paper and guesswork for smart tech. With real-time tracking and automation, teams can see exactly where shipments are, catch mistakes and plan better routes. New digital tools speed up jobs, reduce risks and help everyone work faster and smarter, even for those who aren’t tech experts. The payoff is fewer errors, better coordination, safer operations and more career opportunities across the industry.

Our team is made up of heavylift and transport engineers, so we design solutions grounded in daily industry needs. Take our route and cargo planning tools: Transport teams can simulate heavy moves, check for clearance, calculate axle loads and confirm secure lashing, all before hitting the road. These tools help get fast approvals, prevent overload fines and avoid accidents caused by

shifting cargo. The result is less risk, more accuracy and quicker, safer jobs. Adoption across the industry faces hurdles: old tech is hard to replace, many still use paper forms and some hesitate to change. But for those who do, jobs get easier, compliance is smoother and teams can handle more with less stress.

Marco Poisler, chief operating officer, global energy and capital projects, UTC Overseas

The next wave of digital transformation will be defined by interoperability and resilience. As crane systems, vessels and terminals become increasingly digital, the challenge is not more data but smarter integration, linking predictive insights directly to operational execution while maintaining human oversight.

“AI IS NOT REPLACING LOGISTICS PROFESSIONALS BUT RATHER ENABLING THEM TO OPERATE WITH GREATER PRECISION AND EFFICIENCY IN AN ENVIRONMENT DEFINED BY COMPLEXITY AND CONSTANT CHANGE.” MARCO POISLER, UTC OVERSEAS

AI will enable continuous situational awareness across the logistics chain, supporting faster, more coordinated decision-making. The opportunity lies in turning digital intelligence into operational reliability. From a practical point of view, this means every connected system contributes to safer lifts, reduced vessel idling and measurable emissions gains, without losing the adaptability that experienced professionals bring to complex cargo moves.

At UTC Overseas, we are advancing proprietary AI tools that apply retrieval-augmented reasoning to reduce labor-intensive documentation

and compliance tasks across the project cargo lifecycle. These systems automate data validation, regulatory cross-checking, and knowledge retrieval from thousands of shipment records, freeing teams to focus on operational judgment and client service. The result is faster response time to customs and port authorities, fewer clerical errors, and a more consistent compliance process across regions.

AI is not replacing logistics professionals but rather enabling them to operate with greater precision and efficiency in an environment defined by complexity and constant change.

WHY YOUR REGION ROCKS!

We asked four industry leaders from the Middle East and Africa, Asia, the Americas and Europe why the world should be watching their region in 2026 when it comes to breakbulk and project cargo.

Amadou Diallo*, CEO, DHL Global Forwarding Middle East & Africa

The Middle East and Africa region continues to grow in importance for global logistics, particularly in breakbulk and project cargo. Its geographic location supports efficient trade flows between Asia, Europe and Africa, and the region is seeing consistent investment in infrastructure, energy and industrial development.

At DHL, we are investing more than €500 million into the Middle East and €300 million into Sub-Saharan Africa, reflecting our long-term confidence in the region’s potential. These investments are focused on expanding multimodal logistics capabilities, warehousing and digital platforms that help customers manage complex cargo movements and respond to shifting global conditions.

The latest DHL Global Connectedness Tracker shows that, despite global trade volatility, the Middle East, for instance, remains one of the few regions with an

upgraded trade growth outlook. This resilience is supported by strong infrastructure, rising intra-regional trade and the region’s role in supply chain diversification. In the Gulf, trade volumes are rising, supported by economic diversification and connectivity. And in Africa, we are seeing growing demand for industrial, healthcare and energy-related logistics. Breakbulk and project cargo are central to many of these developments, from moving equipment and renewable energy components to supporting large-scale infrastructure projects. Both region’s logistics capabilities are evolving quickly, and its importance in global supply chains is only set to grow.

*Since the time of writing, Amadou Diallo has announced he will move to a new role as group CEO at Aramex, effective May 1, 2026.

Lim Ling Ling, managing director Malaysia, Trans Global Projects

Asia is where momentum meets opportunity. From Malaysia, we’re seeing a surge in demand for complex project logistics, especially in the energy, infrastructure and industrial sectors. With our new office in Kuala Lumpur, Trans Global Projects is positioned at the heart of this growth, offering clients deep regional expertise,

agile execution and global standards.

A diverse, well-educated, multilingual and trainable workforce serves as the foundation of Malaysia’s economic growth. Kuala Lumpur is home to many foreign oil and gas (O&G) multinationals and a thriving domestic base of O&G companies. With a steady supply of skilled professionals, Malaysia has become a compelling investment destination and is creating long-term growth opportunities within Asia’s O&G industry.

We’re proud to be part of this dynamic transformation and excited about the opportunities ahead. The region’s pace, scale and diversity make it a critical engine for innovation and delivery in global project logistics.

“THE MIDDLE EAST AND AFRICA REGION CONTINUES TO GROW IN IMPORTANCE FOR GLOBAL LOGISTICS, PARTICULARLY IN BREAKBULK AND PROJECT CARGO.”

AMADOU DIALLO, DHL GLOBAL FORWARDING

*

Agustin Harriague, VP, logistics and supply chain operational excellence, Mitsubishi Power Americas

If you’re looking to experience the energy transition at full steam, look no further than the Americas. The market is red hot, and there’s nothing to compare it to, not even the last gas turbine boom. Power demand is being driven not by a single cause, but by several at once: AI, data centers, electrification, manufacturing growth and reshoring. Together, they have created a “never before seen” energy landscape that is redefining project logistics across the region. During 2025, the pace of project development has only accelerated. Clients are moving fast, driven by the need for reliable, 24/7 baseload generation with a clear path to decarbonization. The collaboration among OEMs, EPCs, utilities and developers is stronger than ever, built on trust and shared urgency. Everyone is rising to meet the challenge, expanding manufacturing capacity and infrastructure while managing tight supply chains and labor constraints. Natural gas-fired generation is leading the charge to meet immediate demand, while investments in CCS, hydrogen and nuclear keep the longterm transition alive. Customers want power now and clean power tomorrow. The Americas are proving that reliability and decarbonization can advance together, and that is what makes this region impossible to ignore.

“IF YOU’RE LOOKING TO EXPERIENCE THE ENERGY TRANSITION AT FULL STEAM, LOOK NO FURTHER THAN THE AMERICAS. THE MARKET IS RED HOT.”

AGUSTIN HARRIAGUE, MITSUBISHI POWER AMERICAS

Danny Levenswaard, director of Breakbulk, Port of Rotterdam Authority

Europe is the center when it comes to the production of high-valued materials, such as high-grade steel and nonferrous. Next to that, it’s a frontrunner when it comes to project cargo. Amid the energy transition, the region has set itself high targets. This ensures developments in project plants, offshore wind farms, upgrading existing facilities, and more. Europe is also at the forefront of the raw material transition. Here, resources such as steel, non-ferrous metals and forest products are being re-used to produce new materials. However, Europe is also facing difficulties due to labor shortages, rising energy costs and the relocation of companies to other areas, particularly within the chemical industry. The region is determined to tackle these challenges, with world-class companies that have made these issues a top priority. In addition, Europe has the right

infrastructure to address the challenges and is well-positioned to assist other regions to overcome their own.

All in all, the region does face obstacles, but it also houses the right companies to embrace these and turn them into opportunities. Europe, therefore, really is a region to keep a close eye on!

By Luke King

PORTS UNDER SIEGE PORTS UNDER SIEGE

PORTS UNDER SIEGE

From Ransomware to Nation-State Attacks, Critical Maritime Infrastructure Faces Unprecedented Digital Threats

“This is not peacetime anymore,” is the frank assessment of Jacques Vandermeiren, CEO of Port of Antwerp-Bruges. “We are somewhere between peace and real war, and cyberattacks are the first indications.”

Speaking to journalists during an online press briefing earlier this year, the chief executive said his port sees “regular, massive attacks on our data centers and services, particularly from Russian and Russian-friendly territories.” And he’s not alone: Rotterdam, Le Havre, Hamburg and Bremen all report similar attacks.

The statistics support Vandermeiren’s alarm. The International Chamber of Shipping’s Maritime Risk Barometer Report 2024-25 lists cyberattacks as one of the top emerging risks for shipowners and ports, while a research group at the Netherlands’ NHL Stenden University of Applied Sciences

found that shipping cyberattacks shot up from just 10 in 2021 to at least 64 in 2024. With approximately 80% of world trade carried by sea, the stakes couldn’t be higher.

Yannick Herrebaut, cyber resilience manager at Port of Antwerp-Bruges, confirms the escalation, telling Breakbulk: “Both the amount and frequency of cyberattacks [at Port of Antwerp-Bruges] have increased since 2022, mainly as a result of the Russian invasion of Ukraine and the subsequent help that countries like Belgium provide to Ukraine,” he says.

As a result, the port has invested significantly in cybersecurity since 2018, identifying it as a critical business risk. “Therefore, we have the necessary controls in place, and we’re able to severely limit the operational and financial impact of such attacks,” said Herrebaut.

Looking ahead, his main concern is

the cyber arms race. “The bigger and more frequent cyberattacks get, the more resources companies will have to allocate to counter them. Not everyone will be able to follow in this cyber arms race, which will probably lead to more successful attacks,” Herrebaut warns.

He identifies two key vulnerabilities: operational technology running outdated software that controls critical functions like cranes and engines, and start-up companies offering IoT and AI-powered services without basic cybersecurity controls.

Global Systems Crippled

The industry’s vulnerability was brutally exposed in June 2017 when global shipping operator A.P. Moller-Maersk fell victim to the NotPetya ransomware attack. Within minutes, the malware crippled Maersk’s systems in offices and ports worldwide, rendering nearly 50,000 laptops inoperable and paralyzing

17 of the company’s 76 international ports. Without access to computer systems, Maersk literally didn’t know what was in its containers, forcing staff to carry out manual checks.

The attack, attributed to Russia’s military intelligence unit GRU as part of cyber warfare against Ukraine, cost Maersk an estimated US$250 million to US$300 million, with FedEx’s TNT Express losing US$400 million and pharmaceutical giant Merck incurring US$870 million in losses. Maersk declined to comment for this article.

Four years later, South Africa experienced what the Pretoria-based Institute for Security Studies, a nonprofit research organization that provides independent policy advice and analysis on African security matters, called an “unprecedented” disruption when stateowned ports operator Transnet was hit by ransomware in July 2021. The attack prompted force majeure declarations at key container terminals including the Port of Durban, which handles 60% of Southern Africa’s containerized trade.

Workers processed cargo manually at about three containers per hour — a fraction of their normal rate. The attack, linked to ransomware strains known as “Death Kitty” and “Hello Kitty,” likely originated from Russia or Eastern Europe, according to cybersecurity firm CrowdStrike.

Chris Wolski, adjunct professor of law at Texas A&M University School of Law and a maritime cybersecurity

consultant, identifies a critical vulnerability: interconnections between organizations. “For example, stevedores may have access from their systems to a port-owned system. If the stevedore’s systems are not sufficiently hardened, then those systems have the potential to be the gateway into the port,” Wolski told Breakbulk

It’s an area the U.S. Coast Guard is tackling through new cybersecurity

rules effective July 2025, requiring vessels, ports and offshore facilities to assess and monitor the cyber resilience of third parties and contractors. Industry groups say compliance could prove challenging for smaller operators lacking dedicated IT security teams, yet the rules underscore growing recognition that supplychain partners often present the

weakest link in port cybersecurity.

Well-Funded Threats

Wolski identifies two main threat categories. “Cyber threats from wellfunded threat actors, such as nation states, are the most worrisome. These threat agents have the patience and resources available to conduct thorough research.” However,

cybercriminals remain persistent. “These actors are out to make money and work off a return on investment mentality. If the target of their attack is decently defended, they will move on to another less secure target.”

On preparedness levels, Wolski is candid: “Organizations with funds to purchase technology and sufficiently staff a cybersecurity team have better capabilities.” He points to the Port of Corpus Christi in Texas, which prioritized becoming the first U.S. port to achieve ISO 27001:2022 certification, considered the international gold standard for information security management systems.

For smaller ports, Wolski’s advice is straightforward: “Basic cyberhygiene is a good place for small entities to start. Consistently apply security patches to your systems. Replace systems before they become unsupported. Implement a decent endpoint detection and response capability.”

His overriding message to port leaders? “The adage of ‘not if, but when’ is still accurate. Reduce risk to organizational operations by addressing cyber risk through proper cyber hygiene. Cyber risk is a risk that can be controlled.”

Austin Reid, senior consultant at ABS Consulting, a Houstonbased global risk management and safety consultancy, focuses on the operational reality of attacks.

“When a cyberattack hits a port, the disruption usually begins with the business network. Most attacks target IT systems first. As a precaution, or due to the cascading impacts, key operational technology systems are often stopped,” Reid explains. Systems critical to terminal operations, such as gates, scheduling and inventory management, are closely tied to IT networks. “If these IT systems are compromised, an accurate accounting of cargo movement becomes impossible.”

Long-Term Impact

This loss of visibility is why port operations can grind to a halt, says Reid. “Falling back to manual or nondigital processes is a highly challenging and potentially costly response. If ports and terminals are not adequately prepared with backup systems and recovery procedures, this type of disruption can lead to significant financial losses, reputational damage and long-term operational impacts.”

Reid notes that preparedness varies significantly. “While some operators have developed mature cyber programs, many struggle to keep pace with evolving threats and emerging regulations. The primary challenge is managing complex environments where new IT and OT technologies have been layered onto legacy infrastructure without comprehensive asset inventories.”

On weak points, Reid identifies inadequate preparation for system failures. “Many operators focus on preventing breaches but haven’t adequately planned for what happens when, not if, systems fail. Even capable cybersecurity teams are ineffective without proper tools, documented processes and organizational empowerment to act during crises.”

His advice for resource-limited ports is practical: “Focus on drilling, exercising and training your team. Take advantage of free or low-cost resources offered by government organizations like the United States Coast Guard. Don’t wait for perfect visibility before you start improving. Begin with tabletop exercises that identify gaps, then systematically address the highest-priority vulnerabilities.”

Reid urges port executives: “Treat cyber incidents as operational emergencies, not IT problems. Invest in your people and verify that your organization deeply understands both the environment you’re protecting and the specific steps to take when an incident occurs. The difference

Key Cyber Terms Explained

Ransomware: Malicious software that locks computer systems or encrypts data, with attackers demanding payment to restore access. The most common type of cyberattack targeting ports.

IT vs. OT: Information Technology (IT) handles business data and communications, while Operational Technology (OT) controls physical equipment like cranes and gates. OT prioritizes keeping equipment running around the clock, which can make applying security updates more difficult.

Advanced Persistent Threat (APT): Sophisticated, prolonged attacks typically conducted by well funded nation-state actors who gain access to networks and remain undetected for extended periods.

Network Segmentation: Dividing computer networks into isolated sections to limit how far attackers can move if they breach one area. Critical for separating IT from OT systems.

Man-in-the-Middle Attack: Hackers intercept communication between two parties (such as emails) to steal information, impersonate either party, or redirect financial transactions.

Tabletop Exercise: Simulated emergency scenarios where teams walk through response procedures in a meeting setting, testing plans and identifying gaps without disrupting actual operations.

between successful and failed incident responses comes down to whether your people and processes are prepared.”

Critical Infrastructure

Pete Rucinski, managing director at Assure Technical Ltd., a UK-based cybersecurity and compliance consultancy, emphasizes that ports must be treated as critical national infrastructure. “Ports sit at the intersection of the physical and digital worlds, where maritime logistics, industrial control systems and corporate IT converge. This convergence creates enormous efficiency but it also introduces an entirely new attack surface.”

For Rucinski, resilience means sustaining operations during disruption. “A cyber event that halts gate operations or vessel movement can paralyze trade and ripple through national economies within hours.”

On threats, he notes that criminal groups dominate in volume, launching ransomware and extortion campaigns, while state-aligned actors view port infrastructure as both an intelligence source and geopolitical lever. “The evolution of supply-chain attacks is

particularly concerning. Ports are deeply interconnected ecosystems: shipping lines, customs systems, freight forwarders all share data. A compromise in one node can cascade across the network.”

When cyberattacks hit, the impact is immediate and physical. “The moment systems go down, cranes stop moving, gates close and the flow of goods halts. Critical data such as cargo manifests, customs declarations, vessel schedules, may become inaccessible or corrupted. The consequences ripple through the wider economy: supply chains are delayed, perishable goods spoil and manufacturing lines pause. Cyber incidents at ports cannot be measured solely in terms of IT recovery; their true cost is systemic, spanning trade, commerce and even national security.”

Rucinski sees the biggest weaknesses in the interfaces between technology, systems and people. “Legacy OT assets are notoriously

difficult to secure. Many cannot be patched, run unsupported software, or rely on outdated network protocols. The divide between IT and OT teams remains entrenched: IT prioritizes confidentiality while OT prioritizes uptime (continuous operations), and this cultural gap often leaves vulnerabilities unaddressed.”

His practical advice: “Segmentation between IT and OT networks, strict control of remote access, and implementation of multifactor authentication can dramatically limit attacker mobility. Regular, tested backups stored offline are critical. Conducting a simple mapping exercise of all connected assets is one of the most powerful, low-cost steps available.”

risks becoming a tick-box exercise that adds paperwork without reducing risk. The opportunity lies in using these standards as catalysts for cultural change.”

His message to port CEOs: “Cybersecurity is now a business continuity issue, not a technical one. It directly determines a port’s ability to operate, trade and maintain trust. Focus on visibility, integration and preparedness. Ports are the beating hearts of global trade. Protecting them from cyber disruption is about ensuring that the world keeps moving, even when under attack.

“The question is no longer if a port will face a cyber incident, but how well it can sustain operations when it does.”

On regulations, Rucinski believes frameworks like IMO guidelines and NIS2 have elevated cybersecurity to boardroom level, but effectiveness depends on implementation. “When applied mechanically, regulation *Breakbulk Exhibitor

Involved in the project cargo industry since 2007, Luke King is a regular contributor to Breakbulk magazine.

Oversized and heavy-lift projects demand precision — and our experts deliver.

With end-to-end project management and dedicated engineering support, we handle every detail so you don’t have to.

From port surveys to lifting plans, our teams design safe, scalable, and compliant solutions tailored to your cargo.

With a network spanning over 190 offices on six continents, including 30+ in North America, we’re ready to Uncomplicate your world™, wherever business takes you.

TEN MONTHS. TEN PROJECTS.

By Simon West

JANUARY: EWA NAVIGATES NILE TO DELIVER PROJECT CARGO TO CAIRO

EWA Group delivered an 8.2-meterhigh storage tank from Alexandria to Cairo, describing it as the first component with such dimensions ever carried along that route in Egypt.

The operation combining sea, river and overland transport was meticulously planned to overcome logistical challenges including low bridges and high-voltage cable restrictions. EWA said its technical team charted a custom route that eliminated the need for civil works, marking a first in the country for such a move.

The project began with the booking of a specialized barge at the Port of Alexandria. From there, the cargo was shipped along the River Nile before being double-handled onto land for the final stretch to Cairo.

“EWA’s team remains the only one in Egypt to deliver a cargo of this height all the way from Alexandria to Cairo, reaffirming our position as a leader in specialized project logistics for the oil and gas sector,” the company told Breakbulk.

“This achievement reflects our ongoing commitment to delivering smart, efficient, and innovative logistics solutions tailored to the most demanding projects. A sincere thank you to our dedicated team and trusted partners who made this success possible.”

FEBRUARY: BLUE BELL SHIPPING DELIVERS CARGO TO REMOTE IRAQI OILFIELD

Blue Bell Shipping is playing a key role in the logistics for a major oil project in southern Iraq, with the Dubai-based breakbulk mover already delivering 150,000 cubic meters of cargo as part of ongoing operations.

Blue Bell has teamed up with BBC Chartering to transport the cargo, much of which is heavy-lift and out-of-gauge (OOG). The forwarder is responsible for moving the cargo from factory sites in the UAE, shipping it via Jebel Ali to Umm Qasr Port, and overseeing its onward delivery to the remote oilfield in Iraq.

The largest unit to date is a 179-ton reactor measuring 36 meters long and five meters wide.

The multimodal project has

included breakbulk vessel charters, air freight deliveries and the transport of hundreds of OOG flat racks and standard containers, Aditya Menon, commercial manager at Blue Bell Shipping, told Breakbulk “As a specialist project freight forwarder, BBS focuses its services to suit the specific requirements of EPCs, oilfield operators, drilling companies and others,” he said.

“By offering an in-house transport engineering department, vessel chartering desk, pre-fabrication cargo surveys and other valueadded services, Blue Bell Shipping has positioned itself as a leading logistics partner for large scale industrial projects in the region.”

MARCH: COLI GUYANA COMPLETES MAIDEN PROJECTS

COLI Shipping and Transport Guyana, part of Hamburgbased COLI Group, successfully completed its first two major logistics projects in the Americas.

In its maiden project, COLI Guyana, in partnership with COLI Brasil and XPD Global, managed the transport of a 16.2-meter, 91-ton terrain crane and accessories from Kingston, Jamaica, to Guyana. A comprehensive lift point analysis ensured safe and efficient handling during transportation and unloading.

Shortly after, COLI Guyana partnered with Romeu Mexico to import a 14-meter, 19.5-ton storage tank from Veracruz, Mexico. The operator said logistical challenges were overcome through detailed route surveys, engineering coordination and expert pre-planning.

“Successfully handling these first two projects is a proud moment for COLI Group and for me personally as well,” said Angelica Rodney, branch manager at COLI Guyana.

“It shows our capabilities and proves that COLI Guyana has a role to play in the region. Our commitment to precision, proactive logistics management, and problem-solving is what makes us a reliable partner for project cargo and specialized transport needs in Guyana’s evolving market.”

APRIL: COLLETT KEEPS SCOTLAND’S NORTH KYLE WIND FARM ON TRACK

Collett & Sons completed deliveries to the North Kyle Wind Farm in East Ayrshire, Scotland, wrapping up one of its largest renewable energy logistics projects to date.

The operation saw 441 turbine components transported to construct 49 Vestas V136 turbines, marking the thirdlargest wind farm project ever undertaken by the company.

The work began in June 2024 and concluded in April 2025, following a complex, multi-phase schedule. Blades arrived via Glasgow’s King George V Dock, with other turbine parts landing at the Port of Ayr before being hauled up to 65 miles to the site. The 67-meter blades were transported on Super Wing Carriers, while tower sections and nacelles moved on multiaxle trailers across challenging Scottish terrain.

The logistics were split into two stages: Phase A for 28 turbines and Phase B for 21. A major setback struck in September 2024, when structural damage forced the closure of a key section of the A713 road, blocking abnormal loads from reaching the site. Working with Brockwell Energy and Jones Bros Civil Engineering, Collett rerouted the remaining deliveries via the A76 within weeks, minimizing disruption to the build schedule.

Despite severe winter weather, including snow and ice, the company maintained progress through coordinated efforts involving police escorts, route surveys, and local authority cooperation. Each of the three weekly deliveries required precise timing and road management to navigate narrow rural routes safely.

The company’s on-site team managed operations with six trucks, three escort vehicles and a tow truck to ensure each component reached its designated turbine pad.

The completion of the North Kyle project underscores Collett’s growing role in the UK’s clean energy logistics sector. Once operational, the 220.5-MW wind farm will generate enough power for 183,900 homes, contributing to Scotland’s drive toward a renewable future.

MAY: CF&S SHIPS FARM EQUIPMENT TO KAZAKHSTAN

CF&S is managing a transcontinental transport operation that moves used U.S.-made agricultural machinery to farms across Kazakhstan, tapping into a niche but expanding market for second-hand farm equipment.

The Tallinn, Estonia-headquartered logistics specialist is overseeing the full export process for pre-owned John Deere combines sourced by a U.S.based client originally from Kazakhstan. The heavy-duty machines are bound for resale and reuse in Kazakhstan’s agricultural regions, with final delivery points including Astana and Kokshetau.

The combines, weighing about 15 tons apiece and measuring over 11 meters in length, are loaded for shipping, typically with wheels removed, and lashed onto 40-foot flat racks as out-of-gauge cargo at U.S. warehouses.

From there, the cargo is shipped either to Baltic ports in Estonia, Latvia or Lithuania, or via the Port of Poti in Georgia. On arrival, CF&S arranges for the equipment to be reloaded

onto rail platforms for overland delivery to the final destinations.

“It is a complex operation, but with CF&S, every step is executed with efficiency and reliability,” the company said.

JUNE: ASSTRA OVERCOMES CHITTAGONG CHALLENGES FOR US DELIVERY

AsstrA-Associated Traffic pulled out all the stops to deliver a complex shipment of project cargo from Bangladesh to the U.S.

A main power generation package comprising generators and associated equipment

weighing 642 tons was loaded at the Port of Chittagong in March and arrived at the Port of Houston in June. The 40 individual packages had a volume of 3,557 cbm.

The cargo was first transferred by four barges from the point of

rest in Bangladesh to Chittagong with a one-day transit time. Despite the slow, safety-focused transfer from barge to ship, the operation was completed smoothly and within the 48-hour window, AsstrA said.

Among the hurdles were a fixed laycan window for loading at Chittagong and the port’s export customs clearance process, which required extensive coordination between multiple stakeholders.

“The operation and maneuvers in Chittagong from barge to ship proved challenging, but being there to support and assist in the process reduced risks and delays,” said Colin Bagwell, team leader of IPL North America Division at AsstrA.

“Avoidance of delays and additional cost was also a challenge, but all overcome through close management, partnerships with customer and service providers plus open and clear communication, but above all else detailed planning.”

JULY: AAL WRAPS UP WAMBO WIND FARM DELIVERIES

AAL Shipping completed its final delivery to the 500-MW Wambo Wind Farm in Queensland, Australia, rounding off a two-year logistics campaign involving 18 sailings and nine different multipurpose heavy-lift vessels.

The carrier transported all 83 wind turbines required for the project, located near the town of Jandowae, using vessels from its 31,000-dwt A-Class, 25,800-dwt G-Class and 19,000-dwt S-Class fleets. Shipments were staged between 2023 and 2025, with the final sailing

completed in July by the AAL Genoa, delivering the last 41 turbines.

The Wambo Wind Farm is a 50:50 JV between green energy investor Cubico Sustainable Investments and Queensland governmentowned energy provider Stanwell.

Each wind turbine shipped by AAL comprised towers split into eight sections weighing up to 90 tons apiece, blades more than 80 meters long, and other units weighing as much as 76 tons each. The cargo was loaded across multiple Chinese ports

including Dongzao, Lüsi, Tianjin and Taicang, and discharged in Brisbane.

Andrew Mangan, chartering manager at AAL Shipping, highlighted the expertise of the carrier’s engineering and operations teams in handling complex cargoes and their ability to develop innovative solutions to optimize handling methods.

“For the wind blade shipments, we employed revolutionary synthetic lashing chains and slings for the first time. Traditional steel chains can swing during lashing and pose a risk of damage to cargo. In contrast, synthetic lashings significantly reduce that risk,” Mangan said.

“They’re also much lighter, improving both the safety and timing efficiency of our lashing operations – especially when gangs are working at heights of over nine meters to secure the uppermost blade tiers.”

AUGUST: MAMMOET RELOCATES SWEDEN’S “MOST BEAUTIFUL BUILDING”

In August, Mammoet successfully relocated Sweden’s historic Kiruna Church, completing a two-day operation to move the 713-ton wooden structure five kilometers to a new site.

Built in the early 1900s and once voted Sweden’s most beautiful building, the church was moved to make way for the expansion of state-owned miner LKAB’s Kiruna iron ore mine. The project, commissioned by LKAB and civil engineering firm Veidekke, marks one of the largest structural relocations ever attempted in Sweden. More than 1,000 hours of engineering and planning went into the move, dubbed “The Great Church Walk.”

The church was jacked up to a height of 1.3 meters and placed on steel beams supported by two trains of 28 axle lines of self-propelled modular transporters (SPMTs). A custom monitoring system developed in-house ensured the structure

remained stable throughout the journey, allowing for a maximum tilt of just 7.5 centimeters between sides.

Thousands of spectators, including Sweden’s King Carl XVI Gustaf, watched the slow procession as the church was transported during daylight hours on Aug. 19 and 20. Once in place, the SPMTs lowered the structure onto its

new concrete foundations.

“This project exemplifies the importance of detailed engineering and planning in executing unique and meaningful moves,” said William Soeters, project manager at Mammoet. “We’re proud to have played a key role in safeguarding this historic building for future generations.”

The HLV Fairpartner’s cranes were used to handle the 885-tonne shiploader.

SEPTEMBER: JUMBO HANDLES THE HEAT TO COMPLETE QATARENERGY DELIVERY

In September, Jumbo’s heavy-lift vessel Fairpartner delivered a second 685-tonne shiploader to QatarEnergy’s sulfur terminal at Ras Laffan.

The mission marked the final major crane installation for the terminal’s upgrade, a project aimed at supporting the North Field Expansion Project.

The complex operation, carried out in partnership with DSV, Técnicas Reunidas, Wison Engineering and Bedeschi, began with the precision loading of the unit in Tianjin, China. The lift tested both planning and engineering limits, Jumbo said, with the shiploader’s high center of gravity and narrow lifting points requiring meticulous handling.

Crews in Qatar completed the offload under extreme heat, following strict safety measures including shaded rest areas and hydration protocols.

“Last year, we transported a radial shiploader for the same project; this year, a linear shiploader completes the set. Together, these deliveries highlight the JSI Alliance’s vital role in supporting the global energy supply chain,” the group said.

The JSI Alliance comprises Jumbo Shipping, SAL Heavy Lift and SAL Intermarine.

OCTOBER: DAKO SUPPORTS SENEGAL’S PUSH FOR ENERGY EXPANSION

DAKO Worldwide Transport has overseen the transport of key power plant components to support Senegal’s soaring energy demand.

Working with LTW Africa Solutions, DAKO’s teams in Turkey, Germany and Senegal coordinated the transport of two heavy units — a 177-ton steam turbine generator and a 172-ton steam turbine — from the Port of Antwerp to Rufisque for the 300-megawatt (MW) Cap des Biches power plant, set to be Senegal’s largest.

After arrival in Dakar, the units were transferred using Goldhofer THP/SL modules and installed at the project site on six-meter-high foundations using an Enerpac SLB 1100 gantry system.

DAKO has been active in Senegal since 2021, managing several turnkey energy logistics projects. The company is now gearing up for its next major task: moving main units for the 250-MW St. Louis power plant in northern Senegal.

THE GULF’S GREEN BET

The International Maritime Organization (IMO) agreed on Oct. 17 to adjourn its extraordinary session of the Marine Environment Protection Committee (MEPC), delaying until 2026 a decision that will shape the global shipping fuel market for decades and determine which nations lead the transition to cleaner marine fuels.

The postponement of draft amendments to MARPOL Annex VI, including the proposed IMO NetZero Framework, gives shipowners, operators and fuel suppliers additional time to prepare, but also creates a critical window for emerging bunkering hubs like the UAE to position themselves at the forefront of the e-methanol economy.

Member states have been urged to spend the next 12 months continuing to work toward consensus,

UAE Races to Become E-Methanol Hub While Rivals Hesitate

By Liesl Venter

allowing for consultation between regulators, industry groups and port authorities to ensure the framework, when adopted, is both realistic and globally implementable.

But make no mistake, the respite is short-lived. The 2050 net zero deadline looms closer than it appears. Global trade remains heavily dependent on fossil fuels and, in the context of the green transition of global supply chains, 25 years is not long to effect meaningful change.

Most experts agree that momentum toward decarbonization has been building, but the so-called hard-toabate sectors such as shipping remain a concern. While electrification has advanced in passenger transport and light industry, energy-dense, long-haul applications require new solutions that will depend heavily on reframed policy.

The IMO’s decision to extend the MARPOL amendment timeline has nonetheless been welcomed by several emerging bunkering markets, notably the United Arab Emirates (UAE) which intends to position itself at the forefront of the transition to cleaner fuels.

The UAE has, in particular, set its sights on e-methanol. In June, AD Ports Group signed a collaboration agreement with Masdar, Advario and the CMA CGM Group to explore the feasibility of developing a stateof-the-art e-methanol bunkering and export facility at Khalifa Port.

At the time, Saif Al Mazrouei, chief executive officer, ports cluster, at AD Ports Group, said the project would provide critical infrastructure to complete the supply value chain and bridge commercial e-methanol

production with key offtakers such as CMA CGM, in support of accelerating the decarbonization of the global shipping industry.

CMA CGM is investing nearly US$20 billion in a new generation of dual-fuel liquified natural gas (LNG) and methanol vessels, alongside strong partnerships to develop the ecosystems needed for alternative fuels. A spokesperson for CMA CGM told Breakbulk the agreement marked an important milestone.

“The collaboration is currently in the feasibility and concept study phase, assessing the development of fuel storage and export terminals at Khalifa Port and KEZAD, in connection with green methanol production developed by Masdar. This will also define the associated project cargo flows such as heavy-lift units, modular plants and specialized vessels, which could generate new opportunities once construction begins,” he said.

“Each partner brings complementary expertise: AD Ports Group in port and logistics infrastructure, Masdar in renewables and green hydrogen, Advario in bulk storage and CMA CGM through its global shipping network and commitment to sustainable fuels.”

Ultimately, the initiative will make green methanol compliant with international regulations and available in the UAE for bunkering and export to other major shipping hubs, directly supporting the IMO’s 2030 and 2050 decarbonization goals.

Global Hub Potential?

For now, optimism around e-methanol’s potential is tempered by market realities. According to Stephen Lyons, managing director at Orion-5, a global consultancy and chemicals supplier, much hope had been placed on the outcome of the IMO’s recent MEPC session. “China has been a clear frontrunner in the e-methanol game,” he said, noting that a wave of projects has already gained traction there thanks to state subsidies and large-scale production capacity.

Lyons believes the UAE could follow a similar trajectory. “I think they will throw money at it, for want of a better expression, and they will be up and running at scale way before the European market is. Europe, by contrast, risks being “way behind,” slowed by fragmented policies, limited financing and a lack of commercial readiness.

He points out that while “dozens of small projects” are emerging worldwide, many have yet to reach final investment decision (FID) because they struggle to secure long-term offtake contracts. The result, Lyons explained, is a supply gap: plenty of methanol-ready vessels are being built, but few are actually operating on methanol fuel because large-scale, reliable supply remains elusive.

That’s why the UAE’s state-backed approach could be decisive. With its financial muscle, integrated port infrastructure and partnerships such as the AD Ports–Masdar–Advario–CMA CGM collaboration, the Emirates are positioned to scale production and distribution faster than many Western markets.

If Lyons is right, early movers like the UAE, following China’s lead, may capture the first wave of exports to Europe and beyond, while others scramble to catch up once stronger IMO mandates take effect.

Geography Still Matters

That regional dynamic, said Chris Chatterton, managing director and partner at Green Marine, a Denmark specialist in designing, building and managing methanol-fueled vessels, is precisely why regional production hubs will be critical to the e-methanol economy. “We will require these regional hubs,” he explained, noting that earlier hydrogen strategies in Europe have largely been “scuttled” as costs proved prohibitive. “Hydrogen has really been sidelined. It’s just too expensive.”

That cost challenge, Chatterton said, has helped China surge ahead, investing over US$3 trillion in renewable energy over the past three years, much of it in green hydrogen powered by onshore wind. The need for a stable energy carrier to move that hydrogen to market has made e-methanol the natural choice, at least in the near term.

“The UAE, by comparison, sits in an enviable position,” Chatterton noted. “The region has abundant solar and wind resources, which are critical for producing hydrogen, the key feedstock for e-methanol.”

He added that within the socalled Sunbelt economies, the Middle East could become one of the most cost-competitive production regions globally, outperforming Europe or parts of Asia at scale.

Chatterton also highlighted the strategic geography of the Gulf.

“The UAE, and Dubai in particular, is positioned on several major shipping routes, making it very attractive for e-methanol bunkering,” he said.

With LNG facing growing criticism as a transitional fossil-based fuel, interest in e-methanol is expected to rise. “It’s definitely coming,” said Chatterton. “And perhaps faster now, as LNG’s baggage becomes more apparent.”

Challenges Remain

While the Middle East methanol market is expected to rise, the path to becoming a global e-methanol hub is, however, far from straightforward.

While Chatterton acknowledges the UAE enjoys clear natural advantages, economic and technical barriers are significant. “The major hurdles are the same everywhere: high capital and

operational costs tied to electrolyzer technology, CO2 capture, compression and conversion plants,” he said.

Even with cost-competitive renewables, producing green hydrogen, the key feedstock for e-methanol, remains expensive, limiting the pace of scale-up.

“Competing against lower-cost, gas-based methanol is another risk,” Chatterton said. Without firm policy incentives or carbon pricing, conventional methanol may still be cheaper and thus preferred by fuel buyers, slowing adoption of cleaner alternatives.

Both Chatterton and Lyons believe the UAE’s biggest bottleneck lies not in hydrogen supply but in CO2 availability, particularly sustainable CO2 for e-methanol production. “For methanol to qualify as e-methanol under future IMO rules, the CO2 simply

needs to be captured and come from a low-carbon source,” said Lyons.

“Direct air capture is technically acceptable, but I’m not aware of any commercial projects using it yet. The technology is still in its infancy and extremely expensive. At present, most projects rely on biogenic CO2 because it is more readily available.”

He added that this creates a unique challenge for the UAE. “Unlike agricultural economies such as China, where biomass and waste feedstocks are plentiful, the UAE has no agricultural base, and never will. While hydrogen could be produced cheaply, securing sustainable CO2 at scale is the missing piece in the puzzle. Without a reliable low-carbon CO2 stream, it will be difficult for the UAE to scale production or qualify for premium low-carbon markets driving global demand.”

Investment Momentum

Despite the headwinds, investment appetite across the Gulf and North Africa is accelerating at an unprecedented pace. Amadou Diallo, CEO of DHL Global Forwarding Middle East and Africa, said the surge is visible across almost every market. “We’re seeing huge acceleration in the UAE, Saudi Arabia, Qatar, Egypt and Algeria and rapidly increasing demand in Morocco, Mauritania, Senegal, Nigeria and even down to Namibia and South Africa,” he told Breakbulk. “For us, industrial projects now make up nearly 30% of our business.”

According to Diallo, the UAE’s position as a logistics powerhouse is already firmly established. “Ports in Abu Dhabi and Dubai are among the most efficient globally, supported by world-class infrastructure and a deeply digitalized ecosystem.”

This combination of efficiency, regulatory agility and openness makes the Gulf states, particularly the UAE and Saudi Arabia, uniquely suited to lead the new-energy transition.

“Hydrogen and its derivatives are becoming central to national strategies, part of the 2030 and 2040 visions in the UAE,” he said. “The region’s solar potential, access to affordable energy and proximity to Africa’s emerging markets make it the perfect platform for scaling production and distribution.”

He believes this wave of energy-linked development will unlock a new era of industrial project logistics across the region. “We’re already moving major EPC cargo into ports from Morocco to Namibia, supporting mining, hydrogen and port-expansion projects.”

For Diallo, it’s not only about resources, but also skills and readiness. “Across the UAE there is heavy investment in project-talent training programs, developing engineers and logistics specialists who can adapt, relocate and deliver,” he said. “That flexibility is key as the energy transition accelerates and the UAE cements its role as both a hub and a springboard into other regions.”

“THE UAE’S SOLAR POTENTIAL, ACCESS TO AFFORDABLE ENERGY AND PROXIMITY TO AFRICA’S EMERGING MARKETS MAKE IT THE PERFECT PLATFORM FOR SCALING PRODUCTION AND DISTRIBUTION.”

-

AMADOU DIALLO*, DHL GLOBAL FORWARDING MIDDLE EAST AND AFRICA

According to Chatterton, there are now between 225 and 250 renewable methanol projects under development globally, an almost even split between biomethanol and e-methanol.

“It’s roughly a third in China, a third across the Americas and another third in Europe. That’s a remarkable shift,” he said. “Eighteen months ago, around 80% of projects were concentrated in China. What we’re seeing now is the rest of the world catching up, recognizing the opportunity that renewable methanol represents.

its interest. It would be unwise to underestimate its capability. Historically, if you look at how quickly they’ve developed their cities and ports compared to the rest of the world, they’re exceptionally good at catching up, and even surpassing. They’re undoubtedly the dark horse to watch.”

* Since the time of writing, Amadou Diallo has announced he will move to a new role as group CEO at Aramex, effective May 1, 2026.

Liesl Venter is a transportation journalist based in South Africa.

“The UAE has clearly indicated *Breakbulk Exhibitor

By Amy McLellan

CBAM SHAKES UP GLOBAL TRADE

New EU Carbon Border Rules Set to Raise Compliance Demands

The last 12 months have been another bumpy ride for supply chain operators. Disruptions from geopolitical hotspots, such as the Red Sea conflict zone, and climate-related bottlenecks like the drought-stricken Panama Canal, were compounded by abrupt policy shifts that added layers of complexity and cost to global trade.

Among these were the U.S. Trade Representative’s (USTR) Notice of Action penalizing China-related ships, and a global tariff row that sowed confusion and added costs. Regulators were not immune from these political shifts, with the IMO’s Net Zero Framework forced into a last-minute delay in October while the European Commission came under pressure to amend some of its rules

to ease the burden on businesses.

One of those new rules is the EU Carbon Border Adjustment Mechanism (CBAM), which enters its second phase on Jan. 1, 2026. Before CBAM’s introduction in 2023, emissions generated during production of goods within the EU were already priced through the EU Emissions Trading System (EU ETS), now 20 years old. However, the ETS excluded imported goods, creating so-called “carbon leakage,” where emissions shifted abroad to avoid carbon costs.

CBAM closes that loophole, imposing a levy on the embedded carbon emissions of goods such as cement, steel, aluminum, fertilizers, hydrogen and electricity, ensuring that imported products

face the same carbon price as those made within the EU.

“Europe was really a pioneer in putting a price on emissions,” says Jonathan Leclercq, senior manager, supply chain transparency, at DNV Business Assurance.

“The ETS worked, delivering the reductions expected at industrial level. CBAM is the next logical step; it levels the playing field.”

From Pilot to Practice

Since 2023, CBAM has been in a transitional phase, allowing importers to report their emissions without paying the levy. That changes on Jan. 1, 2026, when financial obligations begin. Under the new regime, importers will need to be authorized CBAM declarants with their local authority, hold sufficient CBAM certificates for in-scope imports, and submit an annual CBAM declaration.

Supply chains will need to be closely monitored to make sure there are enough CBAM certificates for the imported goods, or risk delays. The new rule means imports under 50 tonnes (with exceptions for electricity and hydrogen) will no longer be in the scope of the CBAM, and this is a threshold importers will need to bear in mind.

Bigger companies may have more complexity to navigate, but they also have the resource to do so. Many have dedicated CBAM taskforces to ensure compliance. It is smaller firms that may find the costs of compliance hard to bear.

To help address this, in October the European Commission finalized a package of simplification measures, published in the Official Journal of the European Union . These adjustments streamline compliance and reduce burdens on smaller operators.

The new 50-tonne exemption will remove about 182,000 importers, mostly SMEs and individuals, from CBAM obligations, while still covering more than 99% of emissions in

scope. For larger importers, however, compliance remains complex.

Sebastian Meyn from the ESG team at Linklaters in Berlin said the

new simplification was “a significant relief for businesses importing smaller quantities of CBAM goods” but cautioned that obligations continue to be “complex and challenging” for larger importers.

Uncertainty also remains over whether further changes could arise under the US–EU Framework Agreement, signed in August, which commits the EU to explore “additional flexibilities” in CBAM implementation.

Exporters Feel the Pressure

While EU importers bear the direct cost, exporters in developing and high-emission economies face serious implications as iron, steel and aluminum exports risk

becoming more expensive than their EU-produced counterparts.

According to the African Climate Foundation, CBAM could reduce African exports by 5.7%, cutting 0.91% off the continent’s GDP. Aluminum exports could fall by 14%, and iron and steel by 8.2%.

Some will be harder hit than others. A tenth of South Africa’s exports to the EU will be impacted, equivalent to roughly 0.8% of the coal-reliant country’s GDP, with iron, steel and aluminum exports at risk. Mozambique will also be hit hard, with 97% of all aluminum exports destined for the EU market with a carbon emissions intensity (0.68 kgCO2e/$ versus the EU average of 0.07 kgCO2e/$).

“FOR COMPANIES, THE MESSAGE IS CLEAR: CARBON TRANSPARENCY AND DECARBONIZATION ARE NO LONGER OPTIONAL BUT JUST ANOTHER COST OF DOING

India, another coal-powered economy, also produces carbonintense iron and steel, which will now be much more costly under CBAM, while iron ore from Brazil and Venezuela will also be at risk.

According to Reinhardt Arp, senior associate, corporate sustainability at the Carbon Trust, CBAM is a catalyst for change by creating “the world’s first marketplace for low carbon metals.”

Jonathan Leclercq at DNV said importers looking to minimize tax will seek to switch suppliers to source lower carbon products.

“There’s now a competitive advantage for facilities with the lowest carbon footprint, and it’s a catalyst to invest in decarbonization,” he said, “but any disruption will be much less than the disruption of the tariff war.”

Enhanced Transparency

While the CBAM is not expected to be a major cause of supply chain disruption, it does add increased complexity and layers of compliance-checking.

“There will be an increase in supply chain transparency because you have to trace back to the installation where your import is coming from,” said Leclercq. “A specific carbon footprint must be linked to where and how it was made. This transparency will be quite important, and a challenge for today’s global supply chain.”

Companies will need to have comprehensive embedded emissions data to be able to fulfill CBAM duties — access to this is likely to impact supplier choices and international supply chains. Internal processes and systems will need to be fit-for-purpose, with companies undertaking reviews of internal data collection systems, assessing supply chain reporting capabilities and ensuring readiness for the first reporting cycle in 2027.

Companies also need to be mindful

that Jan. 1, 2026 is a milestone, not an endpoint. The current CBAM legislation is mostly restricted to basic materials and products but in July 2025 the Commission launched a public consultation on extending the scope of CBAM to include certain downstream products. This means companies outside the current scope need to understand the mechanism and be ready to implement monitoring and reporting if the rules change.

FIGURE 4

Map of carbon taxes and ETSs

A Transition With Momentum

While carbon pricing may have been pioneered in Europe, it is now spreading across the world in different guises, be it a carbon tax or some kind of ETS.

The EU CBAM is the first where emissions are accounted for at the border, but others are following. The UK’s CBAM will come into force in 2027.

Map of Carbon Taxes and Emissions Trading Systems (ETS)s

ETS and carbon tax implemented

ETS implemented

Carbon tax implemented

ETS or carbon tax under consideration or under development

Indeed, regardless of current political headwinds, it seems the energy transition has a momentum of its own now.

“It’s about fostering an economic model that reduces our dependency on non-renewable energy and mitigating the anticipated impacts related to climate change,” said Jonathan Leclercq of DNV. “CBAM is a way to address this. It’s not the only tool but it’s an addition to the toolkit.”

He noted that with the delay on the IMO’s Net Zero Framework means that the CBAM and ETS are now even more important when it comes to efforts to decarbonize.

“Instead of having one common framework to support the global decarbonization of the maritime transport sector, regional (such as EU ETS) or local schemes are emerging in different locations to play this role,” he said.

This means the complexity of tracking, monitoring and reporting emissions across global supply chains is here to stay. For companies, the message is clear: carbon transparency and decarbonization are no longer optional but just another cost of doing business.

Award-winning freelance journalist Amy McLellan has been reporting on the highs and lows of the upstream oil and gas and maritime industries for 20 years.

INDONESIA’S NICKEL GAMBLE PAYS OFF

Indonesia’s 2020 ban on raw nickel exports has triggered a foreign investment boom in domestic processing and refining, creating jobs, boosting revenue and cementing the country’s role in Asia’s electric vehicle (EV) supply chain.

With nickel most commonly used in the manufacture of mass-produced alloys like stainless steel and a critical component in rechargeable batteries such as those used by EVs, the strategy has shifted the country from its previous status as a high-volume but low-value exporter of ore to China.

Said to be currently producing about half of the world’s nickel supply at 2.2 million tonnes annually, and estimated to hold over 40% of the world’s nickel reserves at 55 million tonnes, Indonesia is

increasingly viewed as a major industrial hub supporting both existing operations and new plant development in the sector.

Export Ban Creates Processing Hub, Disrupts Global Markets

By Iain MacIntyre

Describing Indonesia’s export ban as a “major intervention,” Benchmark Mineral Intelligence nickel and cobalt principal analyst Jorge Uzcategui nonetheless observes the policy “didn’t come out of nowhere.”

“The country first attempted a nickel ore export ban in 2014 but relaxed it in 2017 because smelting and refining capacity was not yet ready to absorb domestic ore,” he told Breakbulk. “By 2020, however, significant nickel pig iron (NPI) and ferronickel capacity had been built, giving the government confidence to reimpose the ban permanently.

“Few resource-rich countries have attempted such a wide-ranging ban of unprocessed raw materials before. The closest parallels are Indonesia’s own earlier ban on bauxite exports in 2014.”

Projects Wave

Uzcategui says the policy has triggered a wave of FDI in downstream projects, particularly NPI, ferronickel, nickel matte, mixed hydroxide precipitate (MHP) and, more recently, precursor material, led predominantly by Chinese firms Tsingshan, Huayou, GEM and CNGR.

“This has created new industrial parks and tens of thousands of jobs,” said Uzcategui. “The value of Indonesia’s nickel products exports between 2010-2019 equated to US$24.1 million. However, between the beginning of 2020 until the third quarter of 2025, the value of these products has nearly quadrupled to US$93.6 million, demonstrating that the downstreaming policy

to value-add domestically has fared well for Indonesia, from an economic point of view.

“Indonesia’s nickel strategy has shifted its role from ore supplier to integrated hub for stainless steel and batteries, reshaping global trade and maritime logistics in the process. The policy has been successful in catalyzing downstream development and positioning the country as the world’s dominant nickel supplier, accounting for 61% of the global refined nickel market today, compared to just 2% a decade ago.”

Institute for Energy Economics and Financial Analysis (IEEFA) finance analyst Ghee Peh concurs that Indonesia’s policy has succeeded in creating a domestic processing

industry and generating significant financial value for the country.

“Nickel ore is US$60/tonne while nickel matte value is US$14,600/

tonne,” he observes, noting that nickel has now overtaken coal by value as Indonesia’s main export.

According to financial analysts at Macquarie Group, Indonesia’s nickel exports reached US$16.5 billion in the first half of 2025, compared to coal exports of US$14.4 billion.

“Processed nickel was 10% of Indonesian exports in 2023 and Indonesia is the largest exporter of stainless steel in the world,” said Peh. “In terms of growth, the latest estimates have placed total jobs at 230,000, of which 30,000 are Chinese workers and the rest Indonesian.”

Legal Challenge

However, Uzcategui notes that the Indonesian policy is the subject of a European Union challenge at the World Trade Organization (WTO).

“The EU launched the formal challenge in 2021, arguing that Indonesia’s policy unfairly restricted trade and distorted global stainless steel markets. Indonesia has since appealed, defending its right to industrialize domestically and citing development arguments under WTO provisions.”

Indonesia’s Nickel Exports

Although the WTO Dispute Panel ruled against Indonesia in late 2022, its Appellate Body has reportedly been unable to function since 2019 due to the U.S. blocking the appointment of new judges and therefore leaving it unable to form a quorum. This has put the dispute into a legal void.

Notwithstanding the EU challenge, Uzcategui describes Indonesia’s strategy as a “reference point, especially for resourcerich emerging markets.”

He adds: “Some governments, the Philippines, for example, have considered resource nationalism and export restrictions, but few have gone as far as Indonesia in enforcing a hard ban coupled with such proactive downstream incentives.

“Perhaps the best recent example has been the Democratic Republic of Congo (DRC) banning the export of cobalt earlier this year. As the world’s largest supplier of cobalt, the DRC government wants to have greater control over its supply flows and global prices.

“The export ban has recently been replaced with an export quota system. Officials there have openly

referenced Indonesia’s nickel policy as an example, particularly as they recognize the risk of future competition from cobalt byproducts produced in Indonesian nickel HPAL [high-pressure acid leach] plants.”

Project Cargo Opportunities

Peh says the sector’s ongoing development in Indonesia is creating a lucrative source of bulk, project cargo and heavy-lift shipping opportunities.

“The Chinese battery company CATL is building a battery park in Karawang (West Java) and key stakeholders include Indonesian government mining company Antam, Chinese company Lygend and CATL. The plant is expected to cost US$5.9 billion and will have an initial capacity of 15 gigawatts (GW) when it begins operations in 2026. Capacity will increase to 40 GW after the completion of Phase 2, in 2028, enough to power up to 300,000 EVs. The plant will be sourcing nickel from East Halmahera in North Maluku.

“There is also a matching industrial plant costing US$4.7 billion which has five key facilities including two battery materials smelters, one nickel mine, a nickel-cobalt-manganese cathode factory and a battery recycling plant. This is expected to be ready by 2031. Until the plant is fully operational, the Karawang Plant will rely on materials from China.

“On Sulawesi, the Kowe Industrial Park includes battery plants and the SCM nickel mine. The first phase was completed in 2025 and the expansion of mine and production facilities continues. This is different from the Karawang battery park and the major investors are Merdeka Battery Materials from Indonesia and Tsingshan from China.

“The buildout of these battery parks will create demand for bulk shipping of material regionally from nickel mines in Indonesia and materials from China.”

Uzcategui concurs that such developments are generating “huge volumes of heavy shipments,” including autoclaves, pressure vessels, turbines, sulphuric acid plants and power station modules.

“Much of this equipment is sourced from China, particularly through EPC [engineering, procurement and construction] providers such as ENFI and China MCC, who dominate design and construction of Indonesian HPALs. While trade press coverage is limited, we see Indonesian nickel park shipments as major breakbulk moves. These flows are expected to continue as further HPALs and supporting infrastructure are rolled out.

“New opportunities for breakbulk are tied to both capacity expansion, for example, multiple HPAL projects still in the pipeline, and to infrastructure upgrades around logistics, ports and renewable energy installations that support these projects. The clustering of investments in Morowali (Sulawesi) and Weda Bay (Halmahera), the two largest nickel hubs, will continue to generate oversized cargo flows for many years.”

A Maersk spokesperson based in the Asia-Pacific region confirmed that while most of Indonesia’s processed nickel was moved via bulk carriers, the sector’s development was also creating opportunities for container shipping.

“We have seen an increase in the import of electric vehicle parts to Indonesia for the assembly of EVs [for sale domestically],” the spokesperson said.

Environmental Concerns

However, the sector’s boom is not without challenges, observes Uzcategui. “The downsides have included ESG [environmental, social and governance] concerns around the carbon intensity of NPI and ferronickel smelters, questions over the sustainability of mining practices and, from a Western perspective, the level of Chinese involvement in the Indonesian nickel sector.

“The country’s next phase will be about balancing competitiveness with sustainability if it wants to position itself in the global EV and battery supply chain space.”

Peh adds that the sector’s growth

has come at “great environmental cost to the surrounding residents of Weda Bay, where local fishing and farming have been threatened” and notes that there is acknowledgement that the wealth creation from nickel results in toxic pollutants.

Furthermore, IEEFA recently published a 34-page report on the rise of greenhouse gas emissions from the sector and the buildout of captive coal plants titled Indonesia’s Nickel Companies: The Need for Renewable Energy Amid Increasing Production

Comments Peh: “It is very important that solar PV [photovoltaic] and other forms of renewable energy be used as much as possible in these plants and not fossil fuel. The transport of solar panels from China will also create demand for breakbulk transport. We hope that happens and it will be a win-win.”

Iain MacIntyre is a New Zealand-based, award-winning journalist, with lengthy experience writing in the global shipping scene.

*Breakbulk Exhibitor

ROCKET CITY READY FOR SPACE COMMAND

Huntsville Provides Huge Opportunities as the Center of US Space Logistics

Rocket City is no longer just a nickname. With U.S. Space Command choosing Redstone Arsenal as its permanent home, Huntsville shifts from research town to command hub, plugging Space Command into the region’s deep defense-logistics and manufacturing network that includes Army Materiel Command, NASA’s Marshall Space Flight Center and a dense layer of primes and suppliers.

About 1,400 jobs will move from Colorado Springs over five years, putting Huntsville at the center of U.S. military space operations.

By Donald Horne

Alabama beat Kirtland, Offutt, Joint Base San Antonio, Peterson (the interim site) and Patrick — not just for rockets, locals argue, but for the ecosystem that sustains them.

Huntsville has a long history of involvement in space operations, as Jim Wall, president of 256 Trucking, told Breakbulk. “Lots of things that went into the moon landing were manufactured in Huntsville,” said Wall. “We already have a lot to do with rockets in general, from the manufacturing of them to

the Marshall Space Flight Center, which has direct contact with the space station. So, the tech and stuff that’s going on around there is really evolving and lots of high-end companies are moving to Huntsville.”

Support for President Trump’s decision came from a formal review from the Department of Defense Inspector General and former Secretary of Defense Lloyd Austin, who came out with his public support and backed the Department of the Air Force’s decision process.

“Huntsville’s been Rocket City since the ’50s,” said Wall. “Trump

officially monikered it when he said the space company was moving, but anybody that’s been around a while has called it Rocket City for years.”

In May 2022, the review found that the selection of Redstone Arsenal as the permanent site was “reasonable and justified.”

“It makes sense that another government agency would move into Huntsville, especially with the already large aerospace presence Huntsville has,” adds Wall.

Among the aerospace companies already located in the area are Leidos, a missile manufacturer involved in space defense. Lockheed Martin, Northrop Grumman, Raytheon have all had a presence in Huntsville for some time.

Jane Weber, chief media operations, U.S. Space Command Public Affairs, states that while the move to Huntsville is still in the early stages, “the command is expeditiously carrying out the direction of the president, while also remaining laser-focused on accomplishing our vital national security missions.”

What is Space Command?

The United States Space Command, or USSPACECOM, is a unified combatant command responsible for military operations in outer space, 62 miles above sea level. While many believe it was created by President Trump during his first term, USSPACECOM was formally established on Sept. 23, 1985 as a unified combatant command for military operations in space.

The idea of centralizing military space activities dates back to 1959, when Adm. Arleigh Burke proposed a Defense Astronautics Agency, but no command was created then. USSPACECOM was abolished in 2002 and folded into U.S. Strategic Command, then re-established on Aug. 29, 2019.

The Redstone Arsenal is one of the nation’s most strategically significant defense campuses, designated as a Federal Center of Excellence crucial to missioncritical operations. Some 60 acres of land near the Arsenal have been tapped for the new Space Command facility, which will join the Missile Defense Agency, NASA’s Marshall Space Flight Center and the Army Materiel Command already on site.

The 65 federal agencies already based in the region are expected to provide experience and mission support in the coming years for the move, aided by the city of Huntsville, which has already invested in the move, including more than US$250 million in construction projects, over US$400 million in transportation improvements, and almost US$1 billion in school enhancements, upgrades to health care and the local hospital and various recreation and community improvements.

City leaders highlighted Resolute Way, a planned connector from I-565 to Redstone Arsenal’s Gate 9/ Redstone Gateway, designed to ease traffic to and from the Arsenal.

“They’re widening roads, building apartments upon apartments to house people,” Wall pointed out. “I believe the estimates are from 200,000 to 250,000 jobs between the whole deal. All aspects of our business could be affected, from the heavy haul side all the wa y down to the rental equipment side that we haul, because they’re going to have to build more apartments, more roads, more townhomes.”

Logistical Needs Will Be Met

With an inland port, located alongside Huntsville International Airport and several logistics facilities, North Alabama is fully equipped to handle the logistics needs of new companies locating to the Huntsville region, says Butch Roberts, CEO, Port of Huntsville.

The International Intermodal Center (IIC) is in the heart of the 7,400-acre Port of Huntsville, located in southwest Madison County, Ala. The IIC provides a single-hub location specializing in receiving, transferring, storing and distributing international and domestic cargo via air, rail and highway.

“Huntsville is easily accessible via a strong network of interstate and U.S. highways with I-565 serving as the main east-west thoroughfare and offering direct access to I-65, a major north-south artery linking the city to the Southeast. Meanwhile, Midwest U.S. Norfolk Southern is the primary provider of rail service through Huntsville IIC and supports a wide range of freight operations from bulk cargo to ocean shipping containers routed through the Port of Huntsville,” says Roberts.

“Huntsville International Airport (HSV) at the Port of Huntsville continues to grow commercial passenger service, and we offer nonstop service to 18 destination

airports with 40 to 45 departures per day on five airlines: American, Delta, United, Allegiant and Breeze.”

HSV has been licensed by the Federal Aviation Administration (FAA) as a Spaceport and approved as the first commercial airport to support the landing of the Dream Chaser commercial space vehicle manufactured by Sierra Space.

Expansion shouldn’t be an issue, says Roberts, thanks to onsite U.S. Customs and Border Protection, as well as international freight forwarders such as DSV to help ensure smooth transport of cargo through the supply chain.

“HSV is already handling specialized breakbulk cargo, utilizing customized loading techniques to efficiently manage oversized freight shipments,” he says. “The airport is built to handle the demands of

global cargo transport required by Huntsville’s aerospace, aviation, defense and military industries.”

Huntsville’s dual parallel runways stretch 12,600 and 10,000 feet and can support the largest aircraft on the planet, including the Antonov AN124, famous for carrying massive and specialized cargo loads. “We have land, air cargo ramps/facilities, and rail cargo infrastructure in place to easily meet the growing demands for the next 10 years,” says Roberts.

The Port of Huntsville and partners have invested US$2 billion in capital investments since the Port of Huntsville opened on its current site in 1967, later enhanced by the IIC which opened in 1986 to support logistics and freight operations. Driven by strong economic and community development, Huntsville and Madison County have grown

Huntsville International Airport (HSV) has been licensed by the Federal Aviation Administration (FAA) as a Spaceport.

Credit: HSV

rapidly, adding nearly 30% more residents since 2010 and reaching a population of over half a million people, according to the 2024 Census.

Capital investments and leadership have allowed Huntsville to maintain its position as a global player in attracting major companies and government agencies to our region. The state also offers competitive incentives to encourage import/ export growth, which includes breakbulk products, by companies with a presence in Alabama who support government entities.

Braced for Extra Work

Companies that already have a relationship with government contractors are ideally positioned for the upcoming move to Huntsville, but will also need to deal with the added workload.

“We do a lot of shipping out to missile ranges and stuff for those people. So, when they’re moving certain systems out there to test, we haul a lot of those systems,” says Wall. “It’s definitely going to affect what we’re currently doing in all 48 (states).

Huntsville will be the production site for missiles and other systems, but they’ll still be shipped west for testing. “You would have to go through Louisiana, Mississippi, and then Alabama. So, for us to get out to somewhere like White Sands Missile Range in New Mexico, it’s about two days,” says Wall.

White Sands Missile Range in Alamogordo, New Mexico, is one location where shipments are made for different subcontractors.

Huntsville is also in the process of building a large FBI headquarters, says Wall. “They’re moving something like 3,000 agents from Quantico to Huntsville,” he says.

Norfolk Southern (NS), an integral provider of rail transportation in northern Alabama, is ready to handle the increased traffic that will come with Space Command and other agencies that are coming into the area. Chad Previch, senior communications manager for Norfolk Southern, says that “NS is constantly evaluating our rail infrastructure to ensure we are well positioned for current customer growth and future rail service opportunities in the Huntsville area and across North Alabama.”

NS operations in Alabama employ more than 1,570 people, serving some 565 unique customers while investing US$112 million annually on road and infrastructure improvements. Over the past decade, NS has participated in 55 projects that resulted in more than US$7.5 billion in industrial investment and over 8,100 jobs created, it says.

These numbers are expected to be bolstered by the July 29 announcement of NS and Union Pacific Corp. agreeing to create the nation’s first transcontinental railroad, connecting

256 Trucking operates a fleet of trucks capable of carrying up to 135,000 lb.

Credit: 256 Trucking

“MULTIPLE BUSINESSES ARE WORKING ON DIFFERENT PARTS OF THE SAME PROGRAM, AND THE PIECES HAVE TO SHUTTLE BACK AND FORTH, SO IT CREATES A TON OF TRANSPORTATION NEEDS.”

- JIM WALL,

256 TRUCKING

more than 50,000 route miles across 43 states, linking up some 100 ports.

Over the next five years, shifting Space Command to north Alabama will create a steady drumbeat of moves between primes and suppliers across Huntsville. “Everything has to move,” says Wall. “Multiple businesses are working on different parts of the same program, and the pieces have to shuttle back and forth, so it creates a ton of transportation needs.”

256 Trucking runs nine project cargo rigs today, with capability

up to 135,000 lb and 60-ft superstretch work, plus modules, coolers, generators and other plant gear.

“They’re expecting to start work in 2026, and once it starts, it moves quickly,” Wall adds. “From infrastructure to new programs, it’s a very big opportunity.”

Don Horne is a freelance journalist and editor based in Canada, who writes on a range of topics, from electrical engineering and industrial manufacturing to insurance matters.

*Breakbulk Exhibitor

SCOPE 3 REPORTING TO TEST BREAKBULK OPERATORS

California Sets 2027 Deadline for Full Supply-Chain Emissions Disclosures

By Iain MacIntyre

California’s new climate-related disclosure laws are reshaping the reporting requirements for large companies operating in the breakbulk sector within the state, particularly in regard to identifying external Scope 3 greenhouse gas (GHG) emissions.

Businesses operating in the state with annual revenues of over US$500 million will need to disclose their climate-related financial risks and consequent mitigations on a biennial basis, starting early 2026. Those with annual revenues of over US$1 billion will need to disclose their Scope 1 and Scope 2 GHG emissions from mid-

2026, and Scope 3 from early 2027.

Scope 3 reporting is inherently more complex than Scope 1 and 2, due to it covering overall supply and value chains. This means indirect upstream and downstream greenhouse gas emissions from sources that the reporting entity does not own or directly control. Examples include purchased goods and services, business travel, employee commutes and processing and use of sold products.

California is currently the only state in the U.S. with binding Scope 3 emissions reporting requirements,

but others, including New York, New Jersey, Illinois, Washington and Colorado, are understood to be pursuing similar measures. Consequently, engineering, procurement and construction companies (EPCs), freight forwarders, carriers and other suppliers serving the breakbulk sector in California must be proactive.

Early Movers

Those that have already begun reporting Scope 3 emissions, can serve as guideposts for the rest of the industry. Carriers such as

Meghan Toone, DHL Global Forwarding

Hapag-Lloyd are already disclosing their current and future-targeted Scope 1-3 emissions in table form across numerous pages in annual reports, alongside detailed explanations as to how those calculations are reached.

In its 2024 annual report, the carrier outlines that for Scope 3, calculation methodologies are dictated by data availability. “In instances where detailed data was available, such as product units, weights or distances, the metrics were chosen to ensure a more accurate calculation,” it states.

“In cases where preferred data was unavailable, the financial spend was used instead. In case of missing data availability, segment-specific extrapolations are applied by utilizing available data in proportion to the respective corresponding surface.”

The report adds: “For some instances related to Hapag-Lloyd’s own fleet, assumptions are made. For example, when calculating emissions for procured spare parts the emissions were extrapolated for third-party managed vessels based on the data from vessels under Hapag-Lloyd’s own management. This happens based on the premise that the amount of required spare parts is independent of the vessel manager.”

Meghan Toone, regional operations manager at DHL Global Forwarding

(Industrial Projects, Americas), confirms DHL’s proactive commitment to meet both “regulatory requirements and customer expectations regarding sustainability.”

“We already publish comprehensive ESG [environmental, social and governance] reporting that aligns with recognized frameworks, detailing our Scope 1, 2 and 3 emissions,” Toone told Breakbulk

“Whether reporting is direct to regulators or through our customers exceeding the US$1 billion threshold, we are well prepared to provide the necessary data and transparency. Our focus remains on building robust systems and processes to respond swiftly and accurately to evolving regulations.

“As part of our Green Logistics strategy, we aim to reduce logistics-related GHG emissions to less than 29 million metric tons CO2e by 2030 and achieve netzero GHG emissions by 2050.”

Complicated Calculations

However, Toone also observes that compiling such data is no simple feat in the project cargo space, given “every move is bespoke.” She added: “Unlike containerized freight, there are no standard parameters. A turbine shipped by barge requires a very different calculation methodology than a heavylift module moved by air or road.

“At DHL, we take a multifaceted approach. We use primary data whenever possible and supplement with emission factors, hotspot analysis and proxy data where needed. Our inhouse carbon accounting tools ensure consistency and transparency, but under SB 253, these methodologies must also be documented and auditable. For example, if we estimate fuel consumption for a barge, we must be able to show auditors exactly how that estimate was derived.

“The best strategy balances accuracy with practicality: using

the best available data today while continuously refining methodologies as global standards evolve.”

Mark Jacobsen, professor of economics at the University of California, San Diego, concurs that calculating Scope 3 emissions will be a uniquely-complex exercise in the breakbulk sector.

“Some cargo will likely be relatively straightforward to report. For example, there may be a standard number that companies can use for containerized freight,” he says. “More specialized shipments, and smaller companies, are likely to face more difficulty in making sure reporting is accurate.”

Professor Jacobsen even speculates that the new legislation may curtail the availability of heavyduty trucks to carry breakbulk cargo in California. “Reporting requirements, and perhaps eventual regulation, will mean that companies having cargo moved by truck may face incentives to either reduce the amount shipped or switch to modes that have lower emissions.”

He also sees potential for compliance to have significant cost implications for the sector. “At the moment, I think the requirement is only reporting, though certainly at some point emissions permits could be required to cover Scope 3 emissions. It is hard to guess what permit prices may be like at that time, or how much it would shift the landscape.”

While confirming that compliance reporting does require certain investment, Toone says DHL is fortunate to also be able to build on capabilities already in place. “Over the past decade we’ve invested heavily in carbon measurement, reporting and decarbonization solutions, from sustainable aviation fuel procurement to our GoGreen Plus product offerings.

“Because of this, we see compliance as an extension of our existing sustainability measures rather than an entirely new burden. We already must comply with the EU’s

DHL believes that enhanced emissions data ultimately leads to better decisions, more efficient supply chains and competitive advantages for customers.

extensive reporting requirements, which have helped prepare us for other regulations introduced in other regions.

“For some in the industry, the shift will involve higher costs, especially if they are starting from scratch. For DHL, it is about scaling

systems we already operate. While we prefer not to speculate on exact figures, we believe that enhanced emissions data ultimately leads to better decisions, more efficient supply chains and competitive advantages for customers.”

External Expertise

Even with DHL’s strong in-house expertise in carbon reporting and lifecycle analysis, Toone says the business nonetheless recognizes the value of partnering with external specialists to enhance capabilities.

“For instance, partnerships with fuel suppliers like Neste and engagement through standards organizations such as the Smart Freight Centre, help us improve transparency and align with industry best practices. Engaging external experts is not a necessity for us to comply, but it is an important complement to strengthen assurance and credibility, particularly as regulations like SB 253 raise the bar on auditability.”

Toone concludes that, despite the challenges, businesses need not be fearful of the new California climaterelated reporting requirements. “We approach it with confidence and preparation. DHL already reports Scope 3 emissions globally and our systems are evolving in alignment with regulatory timelines.

“The challenge lies in data

harmonization across complex supply chains. For example, Scope 3 emissions from oversized or non-standard shipments lack a single, global methodology. Our task is to create traceable, standardized approaches that auditors and regulators can verify.

“With [Scope 3] requirements set to take effect in 2027, we have the time and the expertise to comply. Our decarbonization roadmap — targeting a reduction of 2,000 kilotons CO2e by 2025 — already puts us on a path of measurable progress. We see SB 253 not as a threat, but as an opportunity to further strengthen transparency and support our customers in navigating the transition.”

Nonetheless, the collective California climate change reporting legislation has drawn pushback in

certain quarters, with the United States Chamber of Commerce in partnership with other business groups mounting a legal challenge on constitutional grounds. District Court Judge Otis Wright II recently denied the plaintiffs’ motion to block enforcement, but the possibility of an appeal remained at the time of writing.

However, given the momentum toward adopting binding Scope 3 emissions reporting around the U.S. and elsewhere in the world, it appears prudent breakbulk operators will be preparing to stay ahead of the legislative curve.

Iain MacIntyre is a New Zealand-based, award-winning journalist, with lengthy experience writing in the global shipping scene.

*Breakbulk Exhibitor

Attendees

6,257 2,027 330

Companies Exhibitors 81% Rebooked for 2026

68 Countries

Including: Argentina, Brazil, Canada, Chile, Colombia, Costa Rica, Dominican Republic, Ecuador, El Salvador, Guadeloupe, Guatemala, Honduras, Martinique, Mexico, Nicaragua, Panama, Peru, Puerto Rico, Trinidad & Tobago, United States, Uruguay

SHIPPERS – THE DECISION-MAKERS EVERYONE WANTS TO MEET

Global Shipper Network members

Saipem,

E&A,

Siemens

SLB,

SpaceX, Sumisho Global Logistics, Technip Energies, thyssenkrupp Steel, Unimacts Global, Vestas, Weatherford, Worley

A

recap of the stories that broke at Breakbulk Americas

SHIPPERS STEADY AS TARIFFS BITE

Despite the volatility of the past year, project pipelines remain healthy, with the dislocation and disruption of tariffs creating only temporary bottlenecks rather than permanent blockages.

That at least was the message from the Inside the Project Pipeline: Shipper Market Outlook main stage session at Breakbulk Americas, which pulled together a panel of senior shippers to discuss the market hotspots that will be providing project work in the years to come.

“People are not using the tariffs to pull the plug but are instead taking

By Amy McLellan

time to recalibrate what they are doing, with the intention of then moving forward again fairly quickly,” said moderator Cyril Varghese, global logistics director at Fluor

Geanean Ordonez, project logistics manager at Technip Energies, backed this, saying the tariffs would not derail projects, such as big LNG terminals, which had been many years in the making, and once built would have active lifespans lasting decades.

“Our procurement teams are working overtime reviewing and analyzing, looking at where we modularize,

where the site will be and what will be the tariff impact from that origin,” she explained. “Companies are also reanalyzing their investments and how they are going to get to FID so there are slight delays based on having to restructure their financing, but these projects are still active and positive.”

Indeed, LNG is a key growth area, with Varghese noting that while oil prices are expected to be stable at around US$60 per barrel for the next few quarters, LNG prices will double to around to US$120 by 2032. “LNG is on extremely high steroids,” he said. “There’s a lot

of engagement, triggered by global demand for power, the geopolitical tensions and the intention of a lot of countries and companies to go greener.”

Nuclear is another segment to watch, with the International Atomic Energy Agency (IAEA) revising up its projections for the fifth year in a row and forecasting global nuclear operational capacity will more than double by 2050, with small modular reactors (SMRs) expected to play a pivotal role in this expansion.

The energy transition is continuing to generate a boom in mining, particularly for copper, metals and gold, while the forecast energy needs of AI data centers is fueling demand for all types of energy, although Varghese noted the scale of growth that had been predicted last year has not yet materialized.

Even so, there’s no doubt that power-hungry data centers are reshaping energy markets and creating a wealth of opportunity across the supply chain.

“The data centers are a boom that no one expected,” said Guillermina del Pino, head of project logistics Americas at Siemens Energy, adding that the resurgence of nuclear energy as part of the mix has been another opportunity

from leftfield. “Five years ago, it was a completely different scenario.”

The result is a surge in project cargo, whether it’s gas generators, transformers or nuclear. “It’s a good problem to have,” she said. “We’re seeing three new projects every week and we’re selling projects now for 2030.”

Energy transition projects, including blue ammonia, hydrogen and carbon capture, are also filling pipelines. “Green energy is big for us, particularly in Louisiana and that Gulf Coast region,” Ordonez said.

Battery storage is key to the energy transition and is regaining momentum after the curveball of the tariff row at the start of the year.

“In January, everything stood still, and our customers paused a lot of things, but by May things started to pick up again,” said Christian Ohlrich, global director of logistics at battery storage company Fluence, a Siemens and AES Company. “The demand for this storage is still there, and the long-term trend is clear, but there’s a bit of caution now.”

The policy shift towards building domestic capability in strategic industries, such as a homegrown battery storage, is clearly on the

agenda, but will take time to realize. “You don’t raise a factory in six months,” Ohlrich said, adding that the postJanuary standstill had pushed Fluence to “import as much raw material as we could get our hands on.”

Despite the challenges of the past year, the speakers were in a positive mood about the brimming project pipeline, the wider market outlook and the potential to improve collaboration across the supply chain.

“If there’s any positive to all the chaos on the geopolitical side, it’s that it has raised awareness of us and the value that we bring,” Ordonez said. “There’s huge value when we are engaged at the very beginning of these projects and now we see our clients reaching out to us very early on, and that’s something I hope sticks.”

Watch: From the Breakbulk Studios: Guillermina del Pino on the Data Center Boom https://www.youtube.com/ watch?v=SAqTJMZ1PSM&t=10s

*BGSN member

*Breakbulk Exhibitor

BREAKBULK CARRIERS WEATHER THE STORM

Dea Chincuanco, dship Carriers Americas and Vedran Muratbegovic, Wallenius Wilhelmsen

Credit: Marco Wang Photography

By Amy McLellan

Geopolitics were hard to escape at Breakbulk Americas, with senior voices from across the industry agreeing that the ability to take faster, riskier and more strategic decisions in the face of uncertainty will be key to success.

In an aptly named session, Weathering the Storm: What’s Next for Breakbulk Carriers?, moderated by Yorck Niclas Prehm, head of research at Toepfer Transport, senior leaders stressed the importance of expecting the unexpected, be it war, tariffs or market-shocking tweets.

“There’s a lot of uncertainty in the world,” said Vedran Muratbegovic, SVP, Industrial at Wallenius Wilhelmsen, addressing the impact of Washington’s new — and still unsettled — tariff regime. “It’s impacted us greatly because sourcing shifts happen and that then impacts our network, so it requires us to be flexible and agile.”

The conflict in the Middle East, which has effectively put the Suez Canal off limits, is another storm cloud. Not only have trade routes shifted to avoid the Red Sea conflict zone but the resulting impact on fleet capacity makes forward planning harder. With longer transit times round the Cape continuing to soak up excess tonnage, the decision to invest in new capacity is a harder call.

“It’s anyone’s guess when the Suez Canal will open again but when it does, it will have a significant impact on capacity,” said Henrik Hansen, general manager of AAL Americas.

For some in the industry, however, talk of oversupply and the impact on rates misses the point that there’s a need for excess tonnage in order to meet customer demands in a volatile world.

“The additional tonnage gives us a degree of flexibility to adjust

to the market as needed,” said Ben Collins, global project cargo manager at MSC Mediterranean Shipping Company. He pointed out that along with customer demand for breakbulk capacity, there are also supply-side bottlenecks that can only be solved by having flex in the system.

“Congestion, congestion, congestion is one of the biggest challenges facing carriers right now,” said Collins. “Carriers across all sectors are losing a lot of time in and around the ports. The time to get alongside the berth is increasingly a problem, and there’s no short-term solution to this, particularly as environmental regulations mean options that previously existed, such as speeding up the ship, are no longer available to us.”

Environmental rules continue to shape the industry, from ship design to route planning to the timing of

investment decisions. Here, again, carriers are being asked to weather uncertainty without clear answers on which fuels will prove affordable and scalable to meet demand.

“There’s a lot of work to be done but we cannot wait for perfection, we have to take action today,” said Collins.

Muratbegovic agreed, pointing out that time is ticking down if decarbonization goals are to be met. “2050 sounds like it’s way out in the future but from a technology perspective, it’s just around the corner,” he said.

Carriers are already taking bets on the fuels of the future, with dship Carriers taking delivery of three new methanol-ready ships, with four more on order. It’s not just carbon rules that are driving newbuild design programs.

“Our inhouse design is based on listening to the needs of our

customers, who want more volume and more on deck capacity, as well as being ice-class and certified to sail with open hatches,” explained Dea Chincuanco, president of dship Carriers Americas.

A newbuild program has also been underway at AAL Shipping, with the last of its 32,000-deadweight tonnage (dwt) Super B Class heavylift MPV due for delivery in summer next year. The design was in response to customer needs and their requirements to handle bigger and heavier loads, said Henrik Hansen, general manager of AAL Americas.

“It was also an opportunity for us to try and explore new cargo segments we’d not been able to approach before in an active manner,” said Hansen.

Despite the storm clouds of uncertainty, speakers were unified in agreeing the outlook for the sector is positive. “There will be

challenges, but that’s nothing new,” said Hansen, “but in the short term the outlook is promising.”

Collins of MSC concurred. “It’s full steam ahead for us,” he said. “The mood music in the industry is pretty positive but tempered with a little bit of caution.”

Chincuanco agreed with the cautious optimism. “While there have been some delays to projects, if you look at the lag from this year and what’s projected next year, then we are all going to be very busy.”

Watch: From the Breakbulk Studios: Ben Collins on MSC’s Project Resurgence https://www.youtube.com/ watch?v=hBjK64alGgw&t=54s

*BGSN member

*Breakbulk Exhibitor

(L-R): Agustin Harriague, Mitsubishi Power Americas; Omar Jradi, Denzai; James Faux, Barnhart Crane & Rigging; Ben Banks, BNSF Logistics; Britt Burt, Industrial Info.

US POWER SECTOR BOOM TESTS RAIL, HEAVY HAUL LIMITS

Electricity demand in the United States is experiencing unprecedented growth after years of stagnation, fundamentally reshaping the energy landscape and creating both opportunities and logistical challenges across multiple power generation sectors.

Speaking at Breakbulk Americas, a panel of logistics experts discussed how AI-driven data centers, electrification trends and industrial expansion are driving demand projections that few anticipated even a few years ago.

“Right here in Texas, ERCOT (Electric Reliability Council of Texas) predicts that our load could double through 2030, which is quite incredible,” said Britt Burt, senior vice president research, power industry at Industrial Info, who moderated the session. “We’ve seen electricity demand stagnant for quite some time

now, and now we hear about demand projections that are very aggressive.”

The shift represents a dramatic change from the energy transition narrative that dominated industry discussions just a few years earlier, when renewables were expected to shoulder most new capacity additions. “If we were talking here five years ago, even three years ago, we would have been discussing a completely different form of energy transition,” said Agustin Harriague, vice president, logistics and supply chain operational excellence at Mitsubishi Power Americas. “It was supposed to be all renewables and nitrogen and so on, but that script has shifted a little bit.

“The demand is certainly there. It has to be a combination of all these factors and sources —renewables, you need solar, you need wind for peaks, and then you need base load with nuclear and gas.”

By Luke King

Harriague noted that demand is expected to grow 30% by 2030 and potentially 70% by 2050, keeping OEMs, carriers and logistics partners fully occupied for years to come.

Nuclear Renaissance

The nuclear sector is experiencing a remarkable turnaround, with bipartisan political support emerging for the first time in decades. James Faux, nuclear market manager at Barnhart Crane & Rigging, outlined the changing landscape.

“What we’re looking at is not only the new build of small modular reactors and building more gigawatt reactors around the country, but there’s a huge push, for probably the first time in my lifetime, where we have both sides of the aisle in Washington agreeing that nuclear is part of the solution,” Faux said. Plants previously slated for early

decommissioning are now extending operations, while shuttered facilities like Palisades and Three Mile Island are being restarted. Decommissioned sites are also being evaluated for new nuclear construction due to their existing licensing.

However, transporting nuclear components presents significant challenges. “Small is a relative term when you’re talking about a major component that’s a hundred feet long and 20 to 28 feet in diameter and weighs 1.3 million pounds,” Faux noted, adding that routing options are particularly restrictive in regions like New England compared with the western United States.

Meanwhile, natural gas-fired power generation is seeing renewed investment as utilities and independent power producers respond to surging electricity demand. “We at Mitsubishi Power are fully booked, other OEMs are too, way into 2030,” said Harriague. “Customers are willing to pay reservation slots just to get in line and secure capacity.”

To meet demand, Mitsubishi Power is increasing capacity at its Savannah, Georgia, manufacturing facility by 35% by 2026, aiming to produce 12 to 14 units annually. The company is also exploring sourcing turbines from Japan to supplement production.

Lead times for new gas turbine projects have stretched to seven years, making early planning and logistics coordination critical, particularly as projects are being developed in increasingly remote locations requiring multimodal transport solutions.

Rail Capacity a Critical Constraint

Ben Banks, president and CEO of BNSF Logistics, emphasized that infrastructure limitations, particularly rail capacity, pose significant challenges for meeting project timelines.

“I think there’s a huge opportunity

for heavy haulers in the audience,” Banks said. “You’re going to be leaned on heavily over the next 10 years. I think it’s a call to action for my company and my sister company (BNSF Railway), because we have a serious lack of capacity for the right type of rail equipment, and this naturally wants to move by rail.”

Banks noted that specialized rail knowledge represents a critical skills gap. “There may be 10 people in America that know how to operate shiftable deck technology really well, and we have two or three of them,” he said. “The reality is this is a very niche market. These skills are going to be in high demand.”

An unexpected bright spot for rail is the coal sector. Plants previously scheduled for retirement are extending operations, and some facilities are even planning expansions.

“BNSF Railway specifically has the largest coal franchise from a rail perspective of any class one in North America,” Banks explained, noting that the

Powder River division infrastructure built around coal transport provides significant available capacity.

The panel agreed that successfully delivering the massive infrastructure buildout required will demand closer coordination across the entire supply chain.

“The question is how we can all dance to the same music, see more collaboration with EPCs, OEMs, carriers, partners, heavy haulers, 3PLs,” said Harriague. “We all have to change the paradigm on collaboration and partnership, because there are constraints. We know them, we understand them, we need to overcome them because the market is there, the demand is there.

“No excuses — we will need to deliver.”

The session was sponsored by the Specialized Carriers & Rigging Association.

USING TECH TO TACKLE BREAKBULK BOTTLENECKS

Digital transformation in project logistics has shifted from future aspiration to present-day necessity, as complex cargo movements increasingly demand enhanced speed, visibility and collaboration across the supply chain.

Industry leaders gathered at Breakbulk Americas for a panel exploring how real-world digital tools, powered by AI, IoT and automation, are helping project logistics teams solve persistent bottlenecks, from oversized cargo permitting to in-port coordination.

Session moderator Steven Todd, executive vice president at ProMiles Software Development Corporation, opened with a sobering reminder that technology adoption requires caution.

He recounted a tragic incident where a driver of an oversized load, facing permit delays and pressure to meet deadlines, relied

on truck navigation technology that failed to accurately detect overhead clearances. The resulting collision with a bridge structure killed a young father and led to a vehicular homicide conviction.

“All technology is good to some degree, but we need to be cautious on our end,” Todd said. Despite such cautionary tales, panelists agreed that digital transformation has become essential for an industry facing mounting pressures.

Rajendra Achanta, vice president at Infyz , noted that specialized cargo handling creates unique challenges. “The expectations have increased a lot in this market, and people are looking for Amazon-like visibility,” he said. “The second point is, how do you collaborate effectively with multiple stakeholders?”

Kevin Kwateng, founder and CEO of Project Logistics in Canada, described the tension between

By Luke King

government and manufacturers demanding increased capacity and an industry struggling to meet those demands with existing resources.

“This is where technology is able to play a role because with the same amount of people, the same amount of equipment, we’re able to do more, we’re able to become more efficient,” Kwateng said.

“The second part is really in terms of communication. How can we gather information? How can we then share that with different stakeholders and make sure that it’s communicated in a clear and effective way so that we can take decisions faster and more effectively to reduce the risk?”

Todd warned that government agencies are rapidly advancing their own technological capabilities, with states preparing to deploy automated systems that measure loads, capture DOT numbers and detect bridge strikes. “If for no other reason, up

(L-R): Rajendra Achanta, Infyz; Kevin Kwateng, Project Logistics; Steven Todd, ProMiles Software Development Corporation; Gautham Krishnan, Fluor. Credit: Marco Wang Photography

your game, because the government’s about to up their game,” he said.

From the shipper perspective, Gautham Krishnan, global category manager for logistics at Fluor, emphasized how multiple touchpoints across lengthy EPC project cycles create bottlenecks and risks.

“Given the sheer amount of stakeholders, the right technology platform can possibly be the USP between incurring savings or building the right amount of visibility for all the parties on board,” Krishnan said.

The discussion highlighted dramatic improvements in route survey technology, which Todd noted has reduced survey time “from a two, three-hour process to mere seconds.”

Kwateng detailed a recent project moving modules from China to Canada, where new technology attached to pickup trucks could capture overhead obstacles at highway speeds with millimeter precision.

“Instead of taking an entire day or several days, you could do that in an

hour,” Kwateng said. He also described software solutions like Heavy Goods that replace traditional engineering tools with platforms accessible to non-engineers for route verification and stakeholder communication.

On the collaboration front, Achanta emphasized the importance of end-to-end software with mobile alerts and analytics, plus robust API engines to integrate various systems across the supply chain.

Todd noted that manufacturers and OEMs are increasingly demanding greater visibility, including real-time tracking of permits ordered and driver locations. “The day is coming real soon where they too will demand more of a big brother role,” he said. “You folks need to prepare for that.”

Krishnan stressed that successful technology implementation requires understanding why it’s needed, who the stakeholders are, and what data they require.

“Once we have the system in place, then it’s all about just taking

it one notch up,” Krishnan said. “If the software is effectively used, it can reap savings much more than what you have invested.”

Closing recommendations included standardization of integration points, daily use of available technologies including AI tools like ChatGPT for routine tasks and adopting the right mindset.

“See technology as something that can complement your decision making, your visibility and your execution readiness,” Krishnan said. “It’s about finding the right technology and using that as a tool, a complementary tool that can base your decisions.”

The session was sponsored by Navis, powered by Kaleris.

*BGSN member

*Breakbulk Exhibitor

SURGING MINERALS DEMAND POWERS GROWTH IN PROJECT LOGISTICS

By Luke King

(L-R): Ximena Fernández, Fluor; Pablo Hanacek, DHL Global Forwarding; Leandro Brusque, Share Logistics.

Credit: Marco Wang Photography

The global push for electrification is fueling mining activity across South America, creating both significant opportunities and complex logistical challenges for the breakbulk and project cargo industry.

Experts came together at Breakbulk Americas to discuss how the surge in demand for critical minerals like lithium and copper is driving new mining projects in remote locations, requiring innovative supply chain solutions and early collaboration among stakeholders.

Session moderator Leandro Brusque, special projects manager at Share Logistics, opened with compelling statistics that illustrate the region’s strategic importance.

South America holds about 50% of global lithium reserves, yet less than a quarter is refined within the region.

Chile accounts for 25% of global copper production, and demand for critical minerals is expected to double in coming years, driven by electric vehicles, renewables and infrastructure development.

The challenge? The majority of new

mining projects are located in remote or hard-to-reach areas, creating significant logistical complexity.

Ximena Fernández, functional material management lead for South America at Fluor Corporation Chile, outlined how electrification is shaping investment patterns.

Minerals like lithium and copper are essential for batteries, wind turbines and solar panels and, according to the International Energy Agency, demand for these minerals is expected to increase sixfold compared to current consumption levels.

“Chile is still a top destination for copper and lithium investments,” Fernández said. “Argentina is now moving forward, especially in lithium energy. Brazil is also getting more interesting because of the green hydrogen that they can provide for batteries.”

She noted that Peru faces complications such as social issues and permitting delays, but silver and copper mines are still expected in the future.

Pablo Hanacek, head of industrial

projects at DHL Global Forwarding Argentina, emphasized that his company has worked on most lithium projects in the so-called lithium triangle (a region in South America that spans parts of Chile, Argentina, and Bolivia). The challenge isn’t simply adapting to demand, but supporting customers through an ever-changing environment.

“Mining investments are tied more and more to logistics feasibility,” Hanacek said. “Access to ports, roads, energy supply, water are critical. You need to adapt the procedures and the solution to each project.”

He stressed the importance of environmental, social and governance considerations, including hiring local people as apprentices to develop employable skills that benefit communities beyond individual projects.

Early Integration and Regional Challenges

Both panelists emphasized that logistics considerations must be integrated from the earliest project stage and not treated as an afterthought during execution.

Hanacek identified permits and regulations as major bottlenecks, painting a sobering picture of the challenges involved.

“There are countries where a permit can take up to 15 years,” he said. “If you have the permit for construction, then you need the environmental permit. Different agencies, different reports to be presented, different challenges, and don’t get into a federal country where you have national, provincial, municipal and local communities or you’ll get into a vortex, and you don’t know when you’re going to get out.”

He cited projects in Argentina where fields were discovered 40 years ago but still haven’t been executed due to regulatory hurdles.

When customers ask about maximum equipment sizes, Hanacek’s response is pragmatic: “Everything is possible, depending on how much

you want to complicate your life!”

Remote locations at 4,000 meters above sea level create unique challenges beyond isolation. Equipment needs greater capacity, and strict medical checkups are required for workers at high altitudes to prevent constant medical evacuations.

Fernández highlighted additional complexities specific to mining projects: “I would always say the location, as projects are commonly in high altitudes. We have very complicated situations for weather conditions during wintertime.

“Sometimes we are more affected than other industries, I think, by social complaints. We have to be focused on communities. Social acceptance of the project sometimes is more important than other considerations, at least in Chile for example.”

Sustainability and Resilience

Mining companies are increasingly committed to sustainability and zero emissions, with many expecting to electrify 50% of their operations by 2026, said Fernández.

“For this zero-emission goal, we will need more copper, more lithium,” she said. “So in the end, it’s like a circle that it’s good for the planet, but it’s good also for our work, and our future in mining.”

Mining companies are seeking logistics partners who can provide electric or hybrid vehicles, warehouses with batteries or solar panels, and electric cranes. Rail transportation is also being considered more seriously as a way to reduce fuel.

Fernández defined resilience as the capability to adapt to changes, emphasizing the need to include multiple options in planning rather than simply reacting to problems.

“We have to have resilience more and more,” she said. “Our industry is very volatile to the change in the prices of the minerals as well. We have projects that are already confirmed, but then something happened with the price of the copper or the lithium, and we have to wait.”

Looking ahead five years, both panelists emphasized the importance of environmental commitment, community engagement and resource preparedness.

“It’s a collaborative approach among all parties,” Hanacek concluded. “And last but not least, especially in a region where we don’t leverage too much on technology, the digital integration between owner, EPC and freight forwarder is key.”

Watch: From the Breakbulk Studios: Ximena Fernández on New Opportunities https://www.youtube.com/ watch?v=G04rnix9Slg&t=2s

*BGSN member

*Breakbulk Exhibitor

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DEUGRO INKS PORT LOGISTICS DEAL AT BRAKE IN GERMANY

deugro has signed a strategic agreement with terminal operator J. Müller to handle and store wind turbine components at the Port of Brake in northern Germany.

Under the deal, deugro will manage the unloading, shifting and storage of rotor blades and other wind and renewable energy components at the port, which is located on the Weser River some 22 kilometers upstream from Bremerhaven.

The dry bulk and breakbulk-handling facility features an 11.9-meter draft — soon to be increased to 12.8 meters — and berths for vessels up to 275 meters

long. It also boasts extensive storage and laydown areas for large cargo and is equipped with heavy-lift cranes and customized access routes for trucks.

The partnership combines the project forwarder’s expertise in wind energy logistics with J. Müller’s specialized port services and the port’s advanced infrastructure and deep-sea capabilities, deugro said in a statement.

“This agreement reflects our commitment to delivering tailored logistics solutions for the renewable energy industry,” said Christian Schulz, vice president of global

strategic accounts at deugro. “Brake’s strategic location and the operational excellence of our local port handling partner provide the ideal setup for the efficient and secure handling of wind turbine components destined for project sites across Germany and beyond.”

Simon Junker, head of renewable energy and onshore wind and cable at deugro, added: “This partnership strengthens our role in the wind energy supply chain and supports Germany’s transition to sustainable energy.”

*Breakbulk Exhibitor

CANADA, CONNECTED

Joel Werner, COO of DP World in Canada, shares insight on the Dubai-based global port operator’s expansion drive, its role in supporting Canada’s green energy and critical mineral sectors and its investment in new technologies such as hydrogen fuel cell cranes.

Q: DP World has been selected to design and operate a new container terminal at Montreal Port. How does this expansion strengthen your position along the St. Lawrence corridor and complement West and East Coast gateways?

JW: The future Contrecœur terminal will be DP World’s sixth port facility in Canada, adding a vital new access point along the St. Lawrence corridor. It strengthens Quebec’s role as a critical gateway while opening new markets, improving cargo flows and bolstering Canada’s global trade connections.

Montreal completes a truly coast-to-coast Canadian network that already includes Vancouver, Fraser Surrey, Nanaimo, Prince Rupert and Saint John. Together, these gateways provide shippers with end-to-end connectivity, direct rail access to inland markets and multiple routing options to Europe, Asia and beyond. By diversifying Canada’s trade corridors, we’re giving customers flexibility to avoid congestion, reduce supply chain risk and unlock new growth opportunities.

Q: How is DP World positioning itself to handle Canada’s growing renewable energy and critical minerals sectors? Can you share one or two examples of how your expertise in oversized and project cargo is enabling energy transition projects?

JW: Canada’s energy transition is driving new demand for complex

logistics solutions, and DP World is well-positioned to deliver. Our Canadian terminals have decades of expertise handling oversized cargo, from wind turbines to mining equipment and critical mineral shipments. For example, in Saint John, we partnered with Canpotex to manage potash exports essential to global food and fertilizer supply. On the West Coast, our Prince Rupert and Vancouver facilities have supported renewable energy and mining projects with expedited rail access to project sites.

Our Fraser Surrey terminal regularly handles large project cargo, such as tunnel boring machines and electrical infrastructure in support of public transportation and electrification projects. The Fraser Surrey terminal also hosts the first rotating-container (“rotainer”) bulkhandling system at a North American marine port, cutting dust emissions and product loss while delivering significant cost and environmental

benefits for mineral-concentrate shippers. These capabilities allow us to actively support Canada’s critical minerals strategy and the broader energy transition.

Q: How does DP World’s investment in areas such as short-sea shipping and specialized facilities fit into your long-term Canadian growth strategy?

JW: Our Canadian strategy is focused on building an integrated, end-to-end logistics ecosystem that connects producers directly to global markets. Investments in short-sea shipping, freight forwarding, cold storage and transload hubs allow us to provide “factory floor to customer door” solutions. In Vancouver, we are advancing a short-sea shipping service with Nanaimo to cut truck traffic and emissions.

In Toronto, we expanded freight forwarding operations to complement our national port footprint, while we are actively developing our presence in Montreal following

the Contrecœur announcement. In Saint John, our partnership with Americold is creating its first Canadian import-export hub, supporting food and pharmaceutical industries. And on Vancouver Island, the Duke Point Terminal expansion will nearly double berth length and boost handling capacity to 280,000 TEUs annually by 2027. Together, these investments create resilience, efficiency, and growth opportunities for Canadian businesses.

Q: How do DP World’s pilot projects in hydrogen fuel cell cranes and advanced digital tools like CARGOES Flow improve efficiency and reduce environmental impact in Canada?

JW: Innovation underpins how we operate in Canada. At our Vancouver terminal, DP World completed the world’s first successful operational introduction of a hydrogen fuel cell-powered rubber-tired gantry crane. Over the past nine months, the

crane has emitted only water vapor, avoiding 300,000 kilograms of CO2 compared to a diesel model. If scaled, this technology could redefine terminal operations across Canada.

Digitally, our CARGOES Flow platform is modernizing freight forwarding by improving shipment visibility, streamlining workflows and reducing delays. At Duke Point, we’re also integrating electrical upgrades and coastal habitat enhancements into the terminal expansion to cut emissions and future-proof operations. These pilots show how digitalization and clean technology go hand in hand to deliver more efficient, sustainable supply chains.

Q: Amid ongoing global supply chain volatility, how is DP World helping Canadian shippers diversify their trade corridors and reduce risk?

JW: DP World’s global network and Canadian presence give shippers multiple pathways to move cargo

reliably. Prince Rupert offers the fastest trans-Pacific service to Asia with direct rail access to the Midwest. On the East Coast, Saint John is emerging as a robust Atlantic alternative with new cranes, workforce growth and a path to one million TEUs in capacity.

On Vancouver Island, the Duke Point expansion adds capacity and redundancy to Canada’s Pacific gateway. We’re also strengthening resilience by supporting the Gemini Cooperation with reliable container services linking Asia, Europe and North America. By integrating our ports with inland connections and advanced logistics services, we help Canadian exporters and importers diversify trade corridors, reduce congestion risk and maintain dependable supply chains in an unpredictable global market.

*Breakbulk Exhibitor

Terminal operations at Port of Antwerp-Bruges.

Credit: Port of Antwerp-Bruges

ECCN: THE CODE THAT KEEPS YOUR CARGO COMPLIANT

John Vogt, former Halliburton vice president of global logistics and a visiting professor at the University of Houston-Downtown, presents the latest in his series on Incoterms, the internationally recognized set of trade rules that sellers and buyers must follow when devising a contract for the shipment of goods. In this piece, John explains why ECCN codes and licenses matter more than you think when exporting certain goods.

The commercial invoice (CI) has three parts to it. The header is the broad detail of who is sending the product, where the product is actually to be sent (and used) and who is paying for the product.

We have looked at the customs classification and the country of origin for the determination of the rate for import tariffs for an item in the CI. The remaining detailed section for the item is the export permission or licensing information. The CI works for the export and the import of the goods, as the information should not change between an

export and then subsequent import into another country.

As for the correct duty rates, ignorance is not bliss. Equally, the implications of sending items out

of the country that require prior approval for export (a license) can be severe. For exports, the ECCN (Export Control Classification Number) that is assigned to this item leads to the reason and type of license which is required for these goods for export to a particular country.

For many countries that utilize the ECCN, this facilitates what is restricted for movement and requires licenses. Beware of the obvious trap of thinking your item is commonly available and cannot have a need for a license. Many common items have a need for a license when sent to a particular country.

The Composition of the ECCN

This is a five alpha-numeric character combination which has the format of a number, an alpha character and then three subsequent numbers with the following meanings:

– Numerical: Broad category of the item (nuclear, electronics, etc.)

– Alpha: Product group within the category (equipment, software, etc.)

– Numerical (three digits):

Gives specific sub-categories of the item’s characteristics and the reasons for export control.

The ECCN is administered by the Bureau of Industry and Security (BIS), which is part of the Department of Commerce and NOT the Customs and Border Security, as many expect. They have a great interactive lookup for your items, which will give you the appropriate ECCN number.

Once you have an ECCN number, you can start to explore the need for a license. The ECCN number will have details of the type of license which is required in broad control categories. The item categories and the country to which it is to be exported determine which license is needed. This may sound problematic and difficult it is really not!

Every item has an ECCN number. Based on the ECCN number there are restrictions (or not) published. Use these restrictions or types of license(s) to check whether you need a license(s) for the country you are exporting to.

There is a Bureau of Industry table of the country to which an item

is to be exported and the various categories of controls against each country in the world. This matrix allows each ECCN to be clear on the license and the reason for the license. The type of license will also indicate to which of the many organizations the application for the license must be submitted.

Let’s look at the different headings of the controls which are applicable and the reasons for these controls in the table below.

Your biggest nightmare is to think your item doesn’t need a license as you believe the item you are exporting is innocuous. Let’s take one simple example and hopefully scare all of the readers just a little.

Let’s say you’re planning to export wetsuits made in the U.S. Wetsuits are available all over the world, so the thought could be these do not require a license or special attention for export. The wetsuit has a particular ECCN of 8A992 and is classified with AT Controls. Now, depending on the use and country to which the 8A992 item is exported, a license might be required. Then come a whole host of other requirements and restrictions.

This all boils down to the fact that wetsuits may well need a license if sent to Russia for certain purposes!

License Authorities in the US

It becomes very apparent that the eight columns of the country table are licensed by different entities, from the Department of Commerce. For example, the Department of State, in

the form of the Directorate of Defense Trade Controls (DDTC), regulates firearms and defense articles under the Arms Export Control Act, International Traffic in Arms Regulations (ITAR) and U.S. Munitions List (USML). The licenses for columns such as military use, anti-terrorist use, national security and so on would fall under these organizations.

Licenses cost money. Incorrect license submissions will attract additional fees, so the data and the submission must be correct. If your company is doing exports, the ECCN and required license(s) need to be determined for the items to be exported. To be efficient, this means your company should create a database which has these for all exports so there are no delays, and it needs continuous updates because the country controls chart alters to match current realities. Software that automatically updates the data really helps.

Understand the Risk

You need to remember your company is liable for any wrong information as you provide the data. If you outsource this, you remain responsible even if you can subsequently claim from the outsourced company that you contracted. That means that the correct license is important, and that you need a working knowledge of the different licenses. Above all, you want your goods to flow, not to be in “discussion” with the customs authorities.