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OOCL: North America Operations Update

 

 

 

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North America Operations Update

Week of March 21, 2016

 

Dear valued OOCL Customer,

 

 

Long Beach Container Terminal (LBCT) Update

 

  • Our new terminal at LBCT Middle Harbor Pier E (LGB10) successfully started operations on March 11, 2016 with the acceptance of empty containers.

 

  • On March 16th, Pier E commenced empty container releases for exports.

 

  • In the first week of operations, Pier E handled 510 container transactions with an average turn time of 28 minutes.

 

  • The next phase of transition to Pier E is the SC2 service from Long Beach calling Hong Kong, Taiwan, and South China.  March 28, 2016 the terminal begins receiving of export laden cargo for SC2 – OOCL LONG BEACH – 096 West at Pier E.

 

 

Winter Sailing Program

 

G6 Alliance announces Asia-North America Winter Program

Members of the G6 Alliance announced the Winter Program for Asia – North America services in response to traditional seasonal changes in market demand. The following are the temporary changes:

 

Asia – North America East Coast Service
The G6 Alliance has combined the NYE and SCE services into a single service with the following port rotation:

 

Xiamen – Kaohsiung –  Hong Kong – Yantian – Shanghai (Yangshan) – Pusan – Panama Canal –  Manzanillo – Kingston – Savannah – Charleston – New York – Norfolk – Jacksonville – Kingston – Manzanillo – Panama Canal – Balboa – Pusan – Xiamen

 

In response to seasonal changes in the market demand, we would like to inform you of the withdrawal of the following post-Chinese New Year sailings for Asia – North America East Coast services:

 

North & Central China East Coast Express (NCE) service

  • No sailing from N. America March 20-26, 2016 (week 12)

 

Asia – North America West Coast Service
The G6 Alliance has temporarily suspended the Central China 2 (CC2) service between Asia and the North America West Coast during the winter period from Week 44.

 

A Busan Eastbound call will be added to the CC4 during the CC2 suspension resulting in the following rotation:

 

Shanghai (WaiGaoQiao) – Ningbo – Busan – Los Angeles – Oakland – Shanghai (WaiGaoQiao)

 

Note:  Central China 1 (CC1) service remains the primary route for Busan Cargo.

 

 

Other Vessel and Terminal Information

 

Terminal First Receiving Date

Information for export cargo container receiving windows as reported by North America terminals continues to be updated daily on OOCL.com.

 

Vessel Schedule

For the most up to date scheduling information please do refer to our interactive point to point or vessel schedule on www.oocl.com.

 

 

North America Rail Operations

 

BNSF – An area of rain and thunderstorms along the Gulf coast of the United States last weekend prolonged flooding in some locations and becoming severe in others.

 

 

Truck Power

 

Truck Power across the USA to perform import store door deliveries and export door pickups is adequate except for certain ports where terminal congestion is causing delays, especially in Oakland and the Northeast.

  • There is a shortage of trucking companies willing to dray hazardous containers.
  • There are no truck power issues in Canada or Mexico.
  • Please see our Truck Power Map on OOCL.com for more information regarding advance timing required for door movements.

 

 

Pacific Southwest

  • Minimal congestion reported at marine terminals this week.
  • Chassis supply has improved this week.
  • Truck power remains in good supply.
  • On dock terminal rail container dwell was less than 3 days.

 

 

Oakland

 

  • OICT was severely congested last week with long lines of trucks outside the terminal gates. Gate turn times averaged 63 minutes.  Chronic yard congestion is compounded by chassis shortages.  Dual transactions were shut off early at 1:30-2:45pm daily.  OICT was low on 20’ pool chassis all week.  Several import delivery lanes were closed this week.  The terminal is holding a 4-day vessel receiving window for exports. Import 40’ containers are being moved to off dock CY at Shippers Transport for wheeled delivery.
  • Trapac operations were moderately congested last week. Gate turn times averaged 36 minutes. The terminal is holding a 3-day vessel receiving window for exports.
  • Oakland is short of chassis and truck power; new dispatches are not being accepted for 7 days out.  Truck power situation is primarily caused by slow import deliveries, early afternoon restrictions on dual transactions at OICT, and driver waiting time for a bare chassis to become available.

 

 

Tacoma & Seattle

 

  • Tacoma WUT was operating normally. Gate turn times averaged 23 minutes.  The terminal posts an announcement on their web site regarding for which vessel(s) they will receive export cargo the following day.
  • Seattle T-18 was moderately congested.  Gate turn times averaged 31 minutes.
  • Seattle-Tacoma is adequate on truck power.
  • Seattle-Tacoma equipment supply is adequate.
  • Intermodal rail cargo is departing without incident.

 

 

Vancouver

 

  • This week the CN evacuated an average of 2 eastbound import intermodal trains each day from Deltaport Terminal.  Rail operations at Deltaport are fluid, ground count is quite high due to yard congestion and ongoing construction at the terminal.  Dwell times for intermodal (ITM) containers are averaging four days.
  • Vanterm Terminal has no OOCL containers at this time.
  • Centerm Terminal is experiencing some minor dwell times with 17 ITM containers dwelling for one day.

 

 

CN Montreal

 

  • CAST and Termont Terminals are fluid with only 23 intermodal import containers dwelling for four days or less at both terminals.

 

 

CN Halifax

 

  • The terminals remain very fluid. There are 28 intermodal containers dwelling between one and two days at Ceres Terminal and none dwelling at Halterm Terminal.

 

 

New York Terminals

 

  • Gate turn times:
  • GCT Bayonne – 79 minutes
  • GCT New York – 25 minutes
  • Maher – 47 minutes
  • The Sunday gate continues at GCT Bayonne at least through March, and is now extended to cover Good Friday (March 25, 2016).  Hours are from 0600 until 1500 and will include reefers and Out of Gauge (OOG)/awkward cargo.
  • Truck power lead time is 3-4 days in NYC.

 

 

Norfolk International Terminal

 

  • Gate turn time at NIT was 50 minutes.
  • Truck power lead time is 0-2 days in Norfolk.
  • All G6 facilities in Norfolk will be open for the Good Friday, March 25th ILA Holiday.

 

 

USA Midwest & South Central

 

  • Truck power remains adequate throughout the Midwest and Gulf with new dispatches being accepted for 3-4 days out.
  • Equipment supply is deficit for 40GP’s in Chicago and the Gulf but is adequate throughout the remainder of the Midwest and Gulf regions.
  • Chassis are adequate throughout the region with the exception of Pittsburgh.
  • Houston ’s Barbour’s Cut Terminal
  • Gate turn times averaged 48 minutes.
  • New Orleans Napoleon Terminal operating normally.

 

 

South Atlantic                         

  • Truck power for this region remains adequate.
  • Equipment is deficit 40GP & 40HQ in Nashville and Memphis and 40HQ & 20GP in Atlanta.
  • Rail ramps and terminals fluid, no delays reported.

 

 

Mexico

 

  • Services at marine terminals in both Veracruz and Altamira were normal last week.
  • Equipment in Veracruz and Altamira:  20GP Surplus, 40GP adequate, 40HQ deficit, and 40RQ adequate.
  • Depot, trucking, and rail services were all normal.

 

 

Yours Sincerely,

OOCL North America

 

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Hapag LLoyd: Ningbo Port Construction fee

 

 

 

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Ningbo, Central China – Port Construction Fee Destination

March 16, 201

 

 

 
Dear Customer,

 

 
We would like to inform you that with effect from the following dates, Hapag-Lloyd will implement a Port Construction Fee Destination (PCD) for all import shipments transshipped via Ningbo Port to all China destinations.

 

 

 

 

Port Construction Fee Destination (PCD):
 CNY 64 per all 20′ containers
 CNY 96 per all 40′ containers

 

 
The payment of the surcharge will be on collect basis at destination. For further information please contact your local Hapag-Lloyd office.
Kind Regards,
Hapag-Lloyd (China) Shipping Limited
as agent of Hapag-Lloyd AG

 

 

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Maersk: Supension of winter surcharge St Petersburg

 

 

 

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Suspension of Winter Surcharge in St Petersburg

We hereby would like to inform you that effective 17th of March, 2016, Maersk Line shall suspend Winter Surcharge (WSC) for all import shipments to St Petersburg and Ust-Luga with PCD (Scheduled vessel departure date) on/after 17th of March.

We thank you for your business and look forward to serving your future global transportation needs.

Should you have any questions, please contact your local Maersk Line representative

 

 

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Drewry: Hyundai/ Hanjin merger would boost their chances of survival

 

 

 

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Drewry Maritime Equity Research (Drewry)says a Hyundai Merchant Marine (HMM) merger with compatriot Hanjin Shipping would boost their chances of survival.

HMM is currently seeking to restructure its debt obligations and raise money through asset sales after a tough period, and as it gets ready to release its full-year 2015 financial results, looks on course to report fiveconsecutive years of operating losses.

Accumulated losses in its container division in the period between 2008 and the first nine months of 2015 amount to $352 million.

HMM is on course to report five consecutive years of operating losses as it gets ready  releases its full-year 2015 financial results

Drewry says of the embattled carrier’s predicament, and various attempts to stay afloat including the sale of non-core assets, that it will likely survive but that a merger with Hanjin Shipping is a very real possibility.

Hanjin is, itself, “no model of financial well-being” Drewry analysts note, but it has managed to turn profits in the container market in the last two years.

HMM, as a result of asset sales, has seen its container division grow in importance; container sales now account for approximately three-quarters of HMM revenue, up from two-thirds in 2008 according to the report.

Now that HMM is a more purely focused on the container business it is a good candidate for a merger with Hanjin, according to Drewry.

“Consolidation between liner operators is not a panacea to the industry’s woes because it doesn’t remove the excess number of ships, but notwithstanding that it does seem that HMM and Hanjin would stand a better chance of surviving together than they do on their own.”

Last month Ship & Bunker reported that asset sales at HMM were buoying the price of the company’s stock.

 

 

 

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Pakistan and Turkmenistan coming up with communication channels

 

 

 

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ISLAMABAD: Pakistan and Turkmenistan have decided to establish communication corridors to tap the potential of trade and economic interaction, people-to-people contacts and tourism.

“Given the special economic and political significance of both countries, Pakistan and Turkmenistan have decided to pay special attention to establishing air, road and rail links on priority basis,” stated a joint communiqué issued by Prime Minister Nawaz Sharif and Turkmenistan President Gurbanguly Berdimuhamedov on Thursday.

Both the leaders were briefed on regional connectivity projects by Planning and Development Minister Ahsan Iqbal and NHA Chairman Shahid Ashraf Tarar.

A detailed presentation was given on different options of connectivity routes. The proposed routes include roads from Gwadar to Termez via Quetta, Kandhar, Herat and Mazar-i-Sharif. Another road was proposed to be constructed from Karachi to Tashkent via Torkhum, Kabul, Kunduz and Dushanbe. Third proposed route is Gwadar to Ashgabat, a road to be built via Quetta, Kandhar and Herat. The last route will connect Gwadar with Tejen via Zahidan and Mashhad in Iran.

The Turkmen president also had a meeting with President Mamnoon Hussain besides holding talks with PM Nawaz on the last day on his official visit. Berdimuhamedov was accompanied by ministers and senior officials of Turkmenistan, as well as a group of leading businessmen.

The meeting underlined the significance of Turkmenistan-Afghanistan-Pakistan-India (TAPI) gas pipeline project and expressed satisfaction over the project’s groundbreaking in December last year.

The two countries agreed to enhance bilateral economic and trade relations. Both sides realised the volume of trade figures did not match the goodwill between the two countries and agreed to take appropriate measures to enhance bilateral trade and explore possibilities for its increase and diversification.

PM Nawaz said the infrastructural development of Pakistan was the economic lifeline of the country. The completion of regional connectivity projects along with the China-Pakistan Economic Corridor would turn around the economic outlook of Pakistan and would prove to be a game changer for the entire region, he said.

Appreciating the vision of Premier Nawaz, Berduhamedov expressed interest in the proposed routes along the Tapi gas pipeline. He also showed interest in investing in Gwadar. “We want to make Gwadar our home port,” he was quoted as saying.

 

 

 

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DHL underachieving?

 

 

 

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“Our ‘Strategy 2020: Focus. Connect. Grow’ underscores Deutsche Post DHL Group’s goal of becoming the company that defines the logistics industry.” –Deutsche Post DHL’s 2015 annual results.

Those familiar with Deutsche Post DHL know that ambition and big claims are embedded in its DNA, but after a year of underachievement, are shareholders on the verge of losing faith in its management team?

“Big mistakes have been made, and hope is slowly fading away,” a London-based portfolio manager, who has shorted DP-DHL shares for over a year, told me this week.

And a more aggressive corporate strategy “is necessary to deliver shareholder value”, a banking source in Munich argued recently.

“Dr Appel and his crew insist they’ve a few irons in the fire, but they must prove now they know better how the business should be run.”

While it’s true that the German government retains a significant stake, which could prevent big changes in its corporate tree, institutional and retail investors own almost 80% of the equity, so a shareholder revolt is possible if a more proactive, shareholder-friendly strategy is not set out.

Take one of the biggest stories of the year so far in the transport industry: the rumoured sale of Deutsche Post DHL’s forwarding business(DGF).

There always remains a chance that DGF or parts of it will be divested, despite categorical denial from management – but for that to happen, a new management team would have to be installed, and one led by someone able to reinvigorate the freight and forwarding business.

DP-DHL chief executive Frank Appel has little freight experience – prior to joining Deutsche Post’s executive management team in 2000 he was at consulting firm McKinsey and is a chemist by education – which is arguably what DGF would need to flourish.

DP-DHL said in its annual results that various measures aimed at “re-empowering the organisation” were introduced in the forwarding unit.

If you wonder how that was done, or what that actually means, here is what the company had to say on the matter: “Structures are being adjusted to grant countries more flexibility in their daily operations and to create better accountability.”

Now led by Dr Appel, DGF is responsible for the fall in operating profit at group level, with Ebit falling 20% from almost €3bn in 2014 to €2.4bn last year. Its bottom line dropped by about the same amount to €1.7bn, even though strength in the reporting currency provided a helping hand.

Unsurprisingly, diluted earnings per share dropped some 25% to €1.22; as a result of a poor performance, DP-DHL’s dividend was left unchanged at €0.85 per share, but now its payout is seven percentage points outside the top end of the stated 40-60% range.

With regard to its dividend policy, DP-DHL says it hit its annual target on an adjusted basis, but that is only one way to present some key financial figures and doesn’t properly reflect underlying trading conditions. That is a problem that also shows in its headline operating cash flow, which DP-DHL says rose 13% year-on-year, when in fact it fell 13% once working capital adjustments are excluded.

“Net working capital was reduced sharply in the reporting year, thanks to improved receivables management, which caused an equally sharp rise in operating cash flow to €487m (previous year €181m),” it noted.

A further reduction in net working capital could be more difficult to achieve this year, based on the level of current assets and current liabilities. On the bright side, however, net debt is falling at a faster pace than I expected following its nine-month results, and that has to be attributed to the near-zero repayment of non-current financial liabilities, which stood at €1bn in 2014.

Nonetheless, annual results showed why DP-DHL would do well to get rid of DGF sooner rather than later, if the right offer emerges.

As it says, the division is faced with a “persistently weak market environment with stiffer competition and increased pressure on margins”, even though it still ranks in the top four in air and ocean freight, as well as in the European road transport market.

Following the NFE fiasco, boss Roger Crook left, and the unit recorded over €340m in one-off charges related to the IT issues – but its operational performance is less disturbing, considering its track record.

The drop in revenue accelerated in the fourth quarter, true, and its operating loss for the full year was almost €200m on $14.9bn of revenue (25% of the group’s total), but its normalised Ebit between 2008 and 2014 stood at €377m. Meanwhile, annual operating cash flow rose to €487m in 2015 from €181m in the prior year, which suggests that the unit could attract bargain hunters – but DP-DHL “is prepared to deal only with suitors who can afford to pay a full price north of €6bn”, my banking source noted.

A possible alternative for DGF would be to shrink by selling non-core assets and then seek a partial spin-out, aiming for a lowly valuation in the region of €4bn, although the level of future heavy investment required is another key element.

“In the global forwarding, freight division, a total of €123m was invested in 2015 (previous year €207m).

“Of that figure, €96m was attributable to the global forwarding business unit, where we invested in turnaround measures,” it said – adding that €27m was invested in the freight business unit, mainly “for real estate, equipment and machinery, and software”.

Shareholders were reminded that 2015 was a year of transition. The way it looks, 2016 is not going to be very different unless management finds a solution for its freight forwarding business, whose troubles have weighed on trading multiples at group level.

Recent weakness in its stock is in stark contrast with the performance of UPS – up 10% in share value so far this year – and FedEx, whose strong express earnings pushed up its shares almost 12% yesterday.

FedEx’s trading update boosted the value of the shares of virtually all the main freight forwarders this week – except DP DHL. Its one-year share performance is down 18%; the shares were in negative territory last year, and they are still down in 2016, while Dr Appel’s remuneration package declined only 7% to €8.8m last year.

His mandate runs out in October 2017; the next 18 months will determine his legacy – and DGF will play a big part in it

 

 

 

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Risks of free hand shipments with NVOCC receiving agents

 

This is one of the biggest differences between a network like WCA and the OL network, where at OL the network manager immediately takes over and directs the case to a quick solution:

 

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Alert to forwarders of high financial risks of accepting ‘freehand’ shipments for a small fee

 

Freight forwarders have been warned about potentially huge financial losses and penalties if they continue to be attracted to handling what has become known as “freehand” or “free hand” container shipments.

Andy Robins, WCA customer services director, told The Loadstar that his organisation – a network of around 6,000 independent freight forwarders – had seen a growing number of cases where receiving forwarders had been left with enormous liabilities after a shipper or consignee, whose name was not on the documentation, had abandoned a shipment.

And the WCA network’s customer service department often sees trends that are a microcosm of wider issues affecting the freight forwarding industry.

In the case of freehand shipments, these tend to be CIF or FOB containers where for a small fee – typically $25-50 per shipment – the agent in the destination country will take control of the paperwork at the discharge port for the cargo to be released to the consignee.

However, if the consignee, for whatever reason, abandons the shipment the forwarder can be left with disproportionate liabilities.

“The receiving agent will normally earn a $25-50 handover fee for controlling the documentation, but it is their name on the master bill of lading [B/L],” Mr Robins said.

“The motivation is often more than the fee itself, of course – very often they get the opportunity to do the inland delivery from the port, or they may do it in the hope of winning new business. But they are leaving themselves incredible vulnerable, because the named shipper is liable if the cargo is abandoned.”

One recent case saw a container booked from Ho Chi Minh City to Delhi, with a WCA member collecting the delivery order. However, when the consignee never turned up, the forwarder was left facing a bill of $30,000 after demurrage and other costs continued to mount up while the agent searched for the consignee.

“The carriers do not care who the end-consignee is – they will go after the name on the B/L to recover their costs,” Mr Robins explained.

In another case, a consignee in Cambodia refused to collect a shipment of beer from Mumbai, leaving the local agent in Cambodia facing a bill of $9,000. And in another, after a container of contraband goods from China to Amsterdam was apprehended by Dutch customs, the consignee “completely disappeared, leaving the agent facing a bill of $15,000 for the removal and destruction of the goods, as well as the carrier charges”.

Sometimes the agent is able to cut a deal with the carrier, as happened when a container carrying Christmas decorations from China to Mexico was delayed, resulting in the goods missing Christmas and the consignee abandoning it.

“It took two years for this one to clear, but in this case the carrier allowed the agent to buy the actual container and waived the demurrage,” Mr Robins said.

And it is not always shipments being abandoned, agents can also be held liable to damage to the equipment.

One Malaysian agent cleared a shipment of marble from China, earning a $50 fee, only to be sent a $1,800 bill by the carrier a month later for container repairs. Damage to the box had been discovered which was concluded to have been caused by cargo movement.

Mr Robins said: “We have found the key indicators of freehand shipments that should ring warning bells about possible abandonment are: low-value cargo; second-hand machinery and heavy cargo, such as rocks.

“Our evidence shows agents taking on a huge potential risk in return for a very marginal fee, and we are urging our members to be very diligent on verifying the consignee’s credibility.

 

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Transportation, logistics sector are ripe for disruption – PWC report

 

 

 

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Transportation, logistics sector are ‘ripe for disruption’- PwC report

THE traditional logistics models of the transportation and logistics sector are “ripe for disruption”, according to a new report from PricewaterhouseCoopers.

The consulting firm identified five trends that could lead to such disruption in its 2016 Commercial Transportation Trends report.

Factors include the fracturing of supply chains, which increasingly feature a mix of offshore, nearshore, and onshore locations, and the expanding number of nodes in shipper distribution networks aimed at reducing delivery time to customers from days to hours, reported American Shipper.

The rising recognition among shippers that transportation and logistics can yield a considerable competitive advantage for them.

Shipping is no longer a tactical decision influenced solely by cost, but rather a strategic consideration based on such factors as customer expectations, sales volume and product mix.

The expanded presence of high-margin shippers selling valuable and sensitive products, such as specialty pharmaceuticals and fragile electronic equipment, that require exceptional handling, security, reliability and tracking procedures.

The frequency and magnitude of disruptive events: higher peaks in demand, natural disasters, labour strikes, and geopolitical uncertainties that are causing shippers to re-evaluate their procurement tactics and the efficacy of their logistics networks.

And the double-digit growth of e-commerce and the inroads that it is making in the business-to-business arena, where shipment complexity is higher and transparency and tracking requirements are greater.

“Shippers particularly seek carriers that can accommodate spikes in volume and maintain a high level of performance during disruptions,” it said. “And they are looking for business-enhancing opportunities, such as 3D printing and digitally enabled solutions that provide visibility into multiple vendors, greater price transparency, and a consumer-like user experience.”

The report analyses several types of companies PwC’s Strategy & Group views as potentially disruptive to the traditional way of doing business in the industry as “established” operators may not be capable of meeting the expectations of an evolving market.

The result is a group of new competitors “slicing off bits and pieces of the logistics sector, offering targeted services that some shippers perceive as providing more value and innovation than the more traditional, wider but less specialised, menus of the larger companies.”

Among the disruptors are what PwC calls “local network builders,” which buck the conventional model of centralised warehousing and distribution for a more localised structure; and “crowd sourcing fillers” like Cargomatic and Roadie that connect shippers directly with carriers via online and mobile apps.

“Startup simplifiers”, which target small, up-and-coming cargo owners and provide them with a more tailored, specialised service offering; “big data manipulators” companies like Echo Global Logistics and Keychain Logistics that leverage the power of data analytics to cut carrying costs and provide shippers with greater flexibility; and “hybrid carriers” like XPO Logistics.

Further, companies should be prepared to deploy internal data analytics as well as advanced customer-facing digital tools, and enhance their network agility and support capacity management using local or third-party networks to buck the traditional hub-and-spoke methodology.

 

 

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Maersk: Terminal Change in Antwerp for TA Service

 

 

 

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Terminal change in Antwerp for Transatlantic Services

 

 

Dear Valued Customer,
In order to continue to provide you with a high level of service and to maintain a sustainable product, Maersk Line has changed the terminal in Antwerp for Transatlantic services (TA1, TA2, TA3, TA4B, Canada Express).

The change is effective as of week 18.

Old Terminal: Delwaidedok (Q730)
New Terminal: Deurganckdock (Q1742)

We thank you for your kind cooperation and understanding.

If you have any questions or concerns about your shipments affected by this increase, please do not hesitate to contact your local Maersk Line representative.

With best regards

Maersk Line

 

 

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MOL: New Asia to Bosporus Express service

 

 

 

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March 21, 2016

 

 

RE. New BEX Service

 

 

Dear MOL Customer,

 

 

Please be advised that after careful evaluation of our service network, MOL has decided to migrate from the current Asia to East Mediterranean and the Black Sea transshipment service to a direct BEX service (Bosphorus Express).

 

 

MOL will be a slot sharing partner on this BEX service. The new BEX service will commence in early April.

 

 

The service benefits include: 

Weekly service with 30-day turn-a-round schedule 

Direct service to enhance Asia to the Black Sea service 

Improved transit times and schedule reliability

 

 

New BEX service:  Port rotation (Turn Around: 30 days) Dalian (Fri/Fri) — Xingang (Sat/Sun) — Kwangyang (Tue/Wed) — Busan (Wed/Thu) — Shanghai (Sat/Sun) — Ningbo (Sun/Mon) — Chiwan (Wed/Wed) — Port Kelang (Mon/Tue) — Suez — Port Said West (Sat/Sun) — Izmit (Fri/Sat) — Istanbul (Ambarli) (Sat/Mon) — Constanza (Mon/Wed) — Odessa (Wed/Fri) — Istanbul (Ambarli) (Thu/Sat) — Suez — Port Kelang (Tue/Wed) — Dalian (Fri/Fri)

 

 

 

 

Commencement Westbound:

 

 

CMA CGM Ural v.103BXW, ETA Dalian, April 1, 2016

 

 

Eastbound: CMA CGM Ural v.104BXE, ETA Port Said West, April 30, 2016

 

 

Please see the updated BEX service profile including port rotation, map, and transit time tables. If you have any questions, please contact your MOL sales representative. As always, we appreciate your business.

 

 

Sincerely, MOL Liner Ltd.

 

 

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