Our global freight forwarding network keeps our customers freight moving across the world.

Suardiaz Group drives forward its investment plan with the purchase of the RS Atlantico

Suardiaz Group is the first Spanish company to have an LNG-powered vessel in the Car Carrier segment. The company will add new vessels powered by dual-fuel LNG technology. The first, the RS Atlantico, with capacity for 5,500 cars, has just been delivered and forms part of an ongoing investment plan through which the Group is strengthening its position as a global logistics provider. Suardiaz Group has taken a further step in its growth strategy with the departure from China of the first of the new PCTC (Pure Car and Truck Carrier) vessels it will add to its operations, powered by dual-fuel liquefied natural gas (LNG) engines. Its entry into service will strengthen Suardiaz Shipping Lines' operational capacity in the maritime transport of vehicles and rolling cargo. These will also be the largest vessels in the company's history, and with them, Suardiaz becomes the first Spanish shipowner to have an LNG-powered vessel in the Car Carrier segment. This forms part of a sustained investment strategy that the Group has been developing for years to strengthen its position as a global logistics provider, expand its capabilities and respond to the transformation of supply chains. Suardiaz Group has pursued an ambitious growth strategy that includes the renewal of its fleet (chemical tankers, offshore vessels, Car Carriers, etc.), the expansion of its international presence, investment in logistics infrastructure and specialised capabilities for the industrial and energy sectors, as well as the development of multimodal solutions integrating maritime, road and rail transport, forwarding, industrial logistics, port services and offshore projects. This strategy represents a cumulative investment of more than €360 million over the last six years. "International logistics is undergoing a period of profound transformation, and the industry needs reliable partners capable of offering increasingly sophisticated solutions that are prepared to address new challenges. Control over logistics chains is becoming a fundamental asset for the global economy, and this is where Suardiaz, through its investment plan, is positioning itself as an essential player for our customers," said Juan Riva, CEO of Suardiaz Group. An investment in support of innovation and sustainability The addition of this new PCTC reflects Suardiaz's commitment to continuous improvement, integrating different modes of transport and adapting to the needs of a constantly evolving market. With an approximate capacity of 5,500 cars, 55,000 GT and a length of 190 metres, the vessel has been designed to transport vehicles, machinery and High & Heavy cargo, increasing available capacity to serve Suardiaz Group's existing customers in the automotive sector, where the company has a long track record, as well as strengthening existing routes. Its dual-fuel propulsion system, designed to operate on liquefied natural gas, is a transitional technology aligned with the decarbonisation of international maritime transport and the evolution of the sector's environmental regulations. The RS Atlantico is expected to arrive in the final quarter of 2026, while a second vessel will be added in mid-2027. With more than seven decades of experience, Suardiaz has evolved from its maritime origins to become a group specialising in comprehensive logistics solutions, with an international presence and diversified services. Today, it operates through an international network of offices and logistics centres, employs more than a thousand professionals and offers services covering the entire logistics chain. The addition of the RS Atlantico reflects a much broader investment and growth strategy through which SUARDIAZ Group continues to strengthen its capabilities for the automotive sector and consolidate its position as a global logistics operator, responding to the current and future needs of its customers. To find out more about Suardiaz Group's investment strategy, go to: www.go.suardiaz.com/en/oncourse This article is sponsored by Suardiaz Group.

German port strikes averted, but low Rhine still delaying barge cargo

The prospect of widespread industrial action at Germany's ports retreated yesterday after dockworker members of the ver.di union agreed to accept new contract terms offered by the Central Association of German Seaport Operators (ZDS). "Strikes at the ports of Hamburg, Bremen, Bremerhaven, Emden, Brake, and Wilhelmshaven have thus been averted for the time being," said ver.di. "However, the employers' side still has to approve the result," it added. Workers have won: a 3.4% wage increase for the next year, backdated to 1 August; a €200 increase in holiday pay; and dockers involved in "high-turnover container operations" will receive an additional annual lump sum, increased by €416 from 1 January. "The Federal Tariff Commission has decided to accept, on the basis of the member survey and a consideration of the overall situation," said Sylvi Krisch, who led the negotiations for ver.di with Francisca Bier. "It was a difficult round, but the bottom line was acceptable," added ver.di, while union officials said a 24-hour 'warning strike' by members in mid-August had been the catalyst for this week's agreement. "This signal;ed to the employers that we are serious about our collective bargaining demand," said Ms Krisch. The agreement staves off the potential for further cargo backlogs building in Germany's three main container gateways of Hamburg, Bremerhaven, and Wilhelmshaven - although shippers and freight forwarders are still encountering some congestion. According to Kuehne + Nagel, operations remain most affected at Bremerhaven, where yard utilisation has reached 90%, while at Hamburg it is 80%-85%, and in Wilhelmshaven it has dropped to 65%. In addition, data from Xeneta's liner database shows an improvement in vessel waiting times since the beginning of September. However, German shippers in the central Rhine industrial belt continue to face hinterland congestion caused by low water levels on the Rhine, and the subsequent restrictions on barge movements to the key gateways of Rotterdam and Antwerp. Maersk warned yesterday that the mode may have to be abandoned for the time being. "There is a possibility that conditions may deteriorate to a point where barge transport is no longer operationally feasible," it told customers. According to Drewry's senior associate of ports and terminals, Eirik Hooper, 60 trucks are required to carry what just one 1,500 tonne barge can transport, but large numbers of the inland river craft continue to be stranded on the upper Rhine. "The Kaub gauge, which monitors the depth of the channel at the critical choke point of the river, hit 6cm in August, which is the lowest since records began in in 1880, which keeps about 1.2 metres of navigable fairway," he explained in the consultancy's recent Freight Loop podcast. "So barges either sailed only a fraction loaded, or not at all, with quite a few of them stranded on the upper Rhine, unable to get back down to the Amsterdam, Rotterdam, Antwerp range. "There were credible estimates of about a third of a percentage point off German GDP for the quarter if the drought had persisted into September," he added. With Maersk's low-water Rhine surcharges set to continue, this forecast may prove correct. According to operator Contargo, its barges are experiencing average waiting times of 36 hours in Antwerp and 56 hours in Rotterdam.

New directions and a solid course for Air Atlanta

With several Boeing 747 freighters tied up in the Middle East as well as all of its four passenger Boeing 777s, Air Atlanta has experienced some turbulence this year. On top of this, the European Union's move to curtail the tide of e-commerce from Asia had an immediate impact on the volumes that Air Atlanta was carrying in this trade lane, remarks chief executive Baldvin Mar Hermannsson. Nevertheless, the ACMI provider has had a strong year so far and is on track to meet its goals and performance targets, he says. The four 747Fs that were contracted with Saudia Cargo have moved out of the region to other contracts, but the fundamental terms of engagement with customers have not changed because of the volatile market conditions. All of Air Atlanta's planes are currently deployed under long-term agreements with long-standing customers, Hermannsson says. "We are not doing many short-term deals. There has been no material change in our contractual relationships with our customers. However, the situation in the world means that we need to work more closely with them on an operational level. They need more flexibility. For example, we need to be more flexible on routings," he says, pointing to airport closures and restrictions. It helps that the company has two legs to stand on - its founding operation based in Iceland and the European offshoot in Malta, which now harbours more planes of the company's fleet than the Icelandic set-up, after strong growth in recent years. "I always just look at it as 'Air Atlanta'," Hermannsson says, emphasising the interoperability of crews and other elements. "We approach it from the requirement of a customer. Which network does he need to serve? "Malta gives us more flexibility in terms of traffic rights and more scope in the markets that we want to go for. Our China operation we could not be doing as an Icelandic entity." The nation's recent vote against pursuing European Union membership reinforces the validity of the concept. Future options Down the road, further opportunities for diversification beckon courtesy of the partnership with Atlas Air, but this will take some time to develop, Hermannsson says. According to him, the alignment with Atlas Air, which acquired a 49% stake in Air Atlanta this summer, was the result of a convergence of factors. The majority owners of Air Atlanta were exploring potential exit strategies, and the management of the airline under Hermannsson, which was looking to expand the business, was interested in acquiring a larger stake in the company. At some point, Atlas Air came into the conversation, which revealed synergies and room for co-operation, he says. "This gives us the potential to grow our fleet and expand market reach. With more access to their global commercial platform, there are opportunities for growth and to enlarge the fleet," he adds. Fleet size and commonality are strong suits of the alignment. Air Atlanta musters 18 widebody aircraft - 12 747-400s freighters, two converted 777-300s and four 777 passenger planes, while Atlas Air's freighter fleet includes 43 747-400Fs, 15 747-8Fs, 11 777-200Fs and 25 Boeing 767-300Fs, plus an order for 20 Airbus A350 freighters. This offers a host of synergies and opportunities, from insurance and engine overhauls, sourcing parts and components, to sharing best practices. "We can build a global partnership that has the potential to grow," comments Hermannsson. He adds that he sees in the market demand not just for freighters and lift, but also for quality operators. Still, he does not expect rapid progress in the new partnership, saying that neither side is in a rush to move on this. "For us the focus right now is along the lines of what we have been doing, gradually growing the airline," he says. Buoyed by global demand outpacing capacity growth this year, the freighter segment has been going strong for Air Atlanta, despite the turbulence and uncertainty. The passenger side has been less buoyant, particularly in the Middle East, where Saudia has leased 777 aircraft from Air Atlanta. "For the passenger fleet right now we hold steady and see how the situation in the Middle East is going to play out," says Hermannsson, adding that fleet growth in this segment will always be driven by customer demand. Conversion options One possibility would be to convert the 777s into cargo aircraft. "We love the 777. We want to continue building that fleet," he says. On the other hand, the dearth of 777s in passenger service is keeping the type in high demand and feedstock prices for conversion in the stratosphere. Air Atlanta has operated Airbus A340s and Airbus A330s in passenger service in the past, but there are no plans to resume A330 operations at this point. Hermannsson is more interested in the A350. For the foreseeable future, the emphasis will remain on the 747 fleet. "We will have 747s in the fleet for the next five to 10 years. There is nothing out there that can replace it. We could place a 747 in 15 minutes if we had the plane," he says. To begin with, the noseloading capability is a critical feature for certain types of cargo, and the situation is exacerbated by the absence of AN-124s and IL-76s these days. Moreover, the shortage of new aircraft caused by the supply chain issues has driven up demand for the 747, Hermannsson points out. Widebody freighter production and feedstock for conversions are going to affect the industry for years, he predicts. By his estimate, it will take four or five years until the industry will see an equilibrium. One wild card in this could be a drawn-out conflict in the Middle East that might cause airlines in the region to shed 777s, which would provide a boost to conversion feedstock, he reflects. Soaring fuel prices have not dented demand for 747s, he notes, adding that he does not expect this to change. "Even in the current fuel price situation or the volatility, demand for the 747 is not going to diminish in the next five years," he says. Current market conditions have also opened more opportunities for charters, a segment that Air Atlanta has not pursued in earnest so far. Hermannsson views it largely as a byproduct of fleet growth. "We have always looked more at the long-term ACMI business, but there is a role for charters, and as we grow the fleet this is going to become larger. It increases the possibility that we have an aircraft floating in the fleet," he says. "We have our eye on it. We have one aircraft now that we are using for recovery flying. We're looking to move it into charter in the peak season." This year marks the fortieth anniversary of Air Atlanta's beginnings. For all the ups and down that the aviation industry has experienced over this time, the company has charted a steady course in close relationships with long-term customers, and Hermannsson appears determined to stay the course. "I'm quite proud of what we've done," he says. "Building up something sustainable takes time."